Points of Difference
The Background
In 1954, psychologist Gordon Allport introduced the widely influential Intergroup Contact Theory. His research suggested that, under the right conditions, contact between groups reduces prejudice and increases mutual understanding.
The conditions matter: equal status, common goals, cooperation, and support from authority figures. When these are in place, differences become less of a barrier and more of an opportunity to connect, learn, and grow.
Later research took this further. A landmark meta-analysis by Pettigrew and Tropp (2006), covering over 500 studies, found consistent evidence that intergroup contact reduces prejudice across contexts, cultures, and identities. The “aha” finding? The benefits don’t just apply to the group you’ve directly engaged with. They often spill over, reducing bias towards other groups as well.
This means that every time you approach a difference with curiosity rather than judgement, you’re not only building understanding in that moment, you’re also strengthening the habit of openness that makes future encounters easier.
The Context
Even as an inclusive cultures specialist, I often come across approaches to life I’ve never considered before. Acceptance is important, but genuine appreciation of what those differences mean in practice requires more time, thought, and curiosity.
So, what can you do when you encounter something you don’t understand?
Stay neutral and listen
Resist the urge to rush to judgment. Instead, notice how people are navigating their world. Listening with neutrality allows you to understand before you respond.Be curious, not intrusive
If something feels unfamiliar, explore it respectfully. Ask if someone is happy to share more, or take responsibility for your own research. Curiosity signals respect; assumptions signal dismissal.Support where it’s needed
When you see someone facing barriers, ask yourself: how can I best support them? Sometimes that’s a one-off response. Other times it’s about showing up consistently as an ally. Both matter.
Like any habit, the more you practise, the more natural it becomes. You will make mistakes; when you do, apologise, stay open, and remain approachable so others feel safe to tell you.
Why this matters in the workplace
Inclusion isn’t about perfection; it’s about progress. Allport’s work shows us that exposure, curiosity, and genuine engagement reduce prejudice. But in the workplace, simply putting diverse people together isn’t enough. Leaders and HR professionals must create the right conditions:
Psychological safety so people feel able to share their perspectives.
Modelling curiosity by asking respectful questions and showing a willingness to learn.
Normalising support by stepping in where barriers exist, rather than waiting to be asked.
Diversity alone doesn’t shift culture. How we respond to difference does. For HR and leadership professionals, building habits of neutrality, curiosity, and allyship is a practical way to move beyond acceptance towards genuine appreciation. That’s where inclusion takes root.
