Speaking up and organisational response
Setting: NHS service management: responding to reported racism.
Context
Nadia is a Black Band 7 district nurse and one of only a small number of staff from a racially minoritised background in her service. She has worked in the organisation for six years and is regarded by colleagues as thoughtful, experienced and committed to improving patient care. Over time, Nadia becomes increasingly concerned about patterns of behaviour within her team.
What happened
Nadia notices that racially minoritised staff are more likely to be spoken over in meetings, allocated less visible project work and described as “not quite fitting the team culture”. She also hears repeated comments about patients from local ethnic minority communities being “difficult to engage” or “not understanding how services work”. Nadia raises these concerns informally with her line manager, who thanks her for her honesty but says the team is under pressure and that “everyone is stressed at the moment”.
A few weeks later, after a colleague makes a joke about “people playing the race card”, Nadia raises a formal concern. The response focuses on whether the comment was intended to offend. Nadia is encouraged to resolve things informally and is signposted to the staff wellbeing offer. No clear action plan is agreed. No one speaks to the wider team about behaviour, bystander responsibility or service culture.
Nadia later notices that she is no longer invited to a service redesign group she previously helped establish. When she asks why, she is told the group needs “positive voices” and that the work is “not the right space for conflict”. Nadia begins to feel that raising racism has damaged how she is perceived. Several colleagues privately tell her they agree with her but do not feel safe saying so publicly.
Impact
Nadia feels isolated, anxious and less confident speaking up. Other racially minoritised staff interpret the response as a warning that raising racism may have negative consequences.
The organisation loses an opportunity to address culture, improve psychological safety and understand how bias may also be affecting service access and patient experience.
The issue is reframed as interpersonal conflict rather than discrimination and organisational learning is delayed.
What anti-racist practice should look like
An anti-racist organisation does not only respond to racist incidents; it responds well when racism is reported. Concerns should be documented, investigated proportionately and followed by clear action, feedback and protection from detriment. Wellbeing support should not be used as a substitute for accountability.
Key learning points
- Racism concerns should be taken seriously, documented and acted on
- Informal resolution should not become avoidance
- Staff should not experience detriment, exclusion or reputational harm for speaking up about racism
- Leaders should distinguish between interpersonal conflict, discrimination and organisational culture issues
- Wellbeing offers are important but do not replace investigation, accountability and change
- Bystanders and senior leaders have a responsibility to support psychological safety
- Feedback loops matter: staff should know what action has been taken where appropriate
- Anti-racist leadership requires curiosity, courage, transparency and follow-through.
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