The Minimisation Trap: Why "We're All the Same" is Hurting Your Business

Jenny Garrett

By Jenny Garrett,
friend of DiversiPro

Jenny Garrett Global

Increasing the representation of diverse talent at senior levels in organisations

We are a leadership and coaching consultancy providing impactful development to support women and those from ethnically diverse backgrounds to progress at work, as well as enabling all leaders to create environments where everyone can thrive.

Is the “melting pot” ideal actually harming our progress toward true inclusion? A revealing statistic from Harvard Business Review highlights that fear of being different can stifle talent: 

66% of employees who reported feeling pressure to mute aspects of their identities said it significantly undermined their sense of self.

This “minimisation trap,” as I call it, is a subtle yet pervasive phenomenon that can derail even the most well-intentioned DEI efforts.

As a coach with over two decades of experience in leadership, DEI, and coaching, I’ve witnessed the evolution of conversations around diversity and inclusion. And while we’ve made strides in acknowledging the importance of representation, there’s a hidden obstacle we need to address: minimisation.

Minimisation occurs when individuals downplay differences – be it race, gender, sexual orientation, socioeconomic background, age or any other dimension of identity or intersection of them – in an attempt to create a sense of commonality or avoid discomfort. It can manifest in seemingly innocuous statements like “we’re all the same” or “I don’t see colour,” but these well-meaning sentiments can inadvertently invalidate the lived experiences of underrepresented groups and perpetuate systemic inequalities.

My Own Journey with Minimisation

Early in my career, I unconsciously engaged in minimisation. Coming from a working-class background, I often felt the need to downplay my social class among colleagues from more privileged backgrounds. I straightened my hair to conform to the dominant aesthetic, subtly minimising my natural texture. These actions, though seemingly insignificant, were driven by a desire to fit in, to avoid being perceived as different or “other.”

The Dangers of Downplaying Differences

Over the years, I’ve come to realise that minimising differences, even with the best intentions, can be detrimental. It creates a false sense of unity that glosses over the real challenges and barriers faced by underrepresented groups. It prevents us from having honest conversations about power, privilege, and systemic inequities.

This concept, as highlighted in my recent conversation with DEI expert Hamlin Grange, stems from Dr. Milton Bennett’s Developmental Model of Intercultural Sensitivity. This model outlines different stages of intercultural development, with minimisation being a common stage where individuals focus on similarities to avoid the complexities of cultural differences.

Why Minimisation Matters Now More Than Ever

In today’s climate, where DEI initiatives are facing pushback and conversations about identity are becoming increasingly polarised, it’s crucial to acknowledge and address minimisation head-on. We see this playing out on the political stage, with rhetoric that actively seeks to erase the experiences of marginalised groups. For example, President Trumps inauguration speech reeked of minimisation, with pronouncements like:

“This week, I will also end the government policy of trying to socially engineer race and gender into every aspect of public and private life… We will forge a society that is color blind and merit-based. …”

This kind of rhetoric, with its insistence on a “colourblind” society and the erasure of gender diversity, is a blatant example of minimisation in action. It denies the lived realities of countless individuals and undermines the very foundation of DEI efforts. Furthermore, the Trump administration’s plans to dismantle “discriminatory programs,” including environmental justice grants and diversity training initiatives, further demonstrates a disregard for the systemic inequalities that persist in our society.

The High Cost of Minimisation

But the impact of minimisation goes beyond politics. In the workplace, it can lead to:

  • Feelings of isolation and imposter syndrome: When individuals feel their identities are being minimized, they may feel like they don’t belong or that they have to hide parts of themselves to fit in.
  • Reduced psychological safety: Minimisation creates an environment where people are afraid to speak up about their experiences or challenge the status quo, stifling innovation and creativity.
  • Increased stress and burnout: Constantly having to navigate a workplace where their identities are minimised can take a toll on individuals’ mental health and well-being.
  • Lower productivity and engagement: When employees feel undervalued and unheard, their motivation and performance suffer.
  • Difficulty attracting and retaining top talent: In today’s competitive job market, companies that fail to create truly inclusive cultures will struggle to attract and retain the best employees.


3 things you can say to counter minimisation effectively:

“While we share common ground as humans, it’s important to acknowledge that our individual experiences and backgrounds bring different perspectives and challenges.”

“Saying ‘we’re all the same’ can dismiss the very real inequalities and discrimination that people face. To create a truly fair and inclusive environment, we need to recognise and address those differences.”

“Instead of focusing on how we’re all the same, why don’t we celebrate the beautiful diversity that makes each of us unique and learn from each other’s experiences?”

Remember to adapt these statements to the specific situation and your audience. 

Three Steps Leaders Can Take to Combat Minimisation

  • Encourage Curiosity: Foster a culture of curiosity where individuals are encouraged to learn about and appreciate differences, rather than shying away from them. Promote open dialogue and create safe spaces for individuals to share their experiences and perspectives. For example, organise lunch-and-learns on different cultures.
  • Challenge Assumptions: Challenge assumptions and stereotypes that contribute to minimisation. Encourage critical thinking and self-reflection to uncover unconscious biases and challenge the notion that “we’re all the same.” This could involve implementing blind recruitment processes or using inclusive language in company communications.
  • Embrace Vulnerability: Create a space where vulnerability is valued. Encourage individuals to acknowledge their own limitations and biases, and to be open to learning from others. This fosters a culture of empathy and understanding, paving the way for authentic connections and meaningful change. Lead by example by sharing your own experiences with vulnerability and encouraging open feedback.

Beyond Minimisation: A Call to Action

Minimisation is a complex issue with deep roots in our social conditioning. Overcoming it requires conscious effort, self-awareness, and a commitment to continuous learning. To delve deeper into this topic and explore other key insights, I encourage you to watch my conversation with Hamlin Grange, where we also discuss:

  • The power of culturally adaptive leadership: Learn how to become a more inclusive leader who values diverse perspectives and creates a sense of belonging for all.
  • Building resilience in the face of DEI challenges: Develop the skills and strategies needed to navigate pushback and stay committed to your DEI goals.

You can find the full video here

Let’s move beyond minimisation and create a world where differences are not just tolerated but truly valued and celebrated. 

Does this resonate? What strategies do you have to counter minimisation?

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