2.3 Resistance through difference

Figure 9 Resistance through difference involves challenging the dominant culture through diversity

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Figure 9 Resistance through difference involves challenging the dominant culture through diversity

Resistance through difference, the third practice added in a later study by Suzanne Gagnon and David Collinson, harnesses diversity as a ‘productive resource’ for resisters (Gagnon and Collinson, 2017, p. 1270). It is usually a response to an employing organisation or culture that is overly controlling and monolithic in what it sees as legitimate cultural and social expression and identity. Difference can only be valued relationally and collectively – with someone’s difference valued in relation to our own qualities. However, resistance through difference can be more or less publicly affirmed. Asserting the value of difference can generate learning amongst resisting groups and help ensure that they adapt to the world around them.

As people interested in enhancing racial equity, you obviously already know the value of diversity for groups. It brings energy and learning. Seeing solidarity between diverse people can feel especially moving because it demonstrates the human capacity for empathy and growth. Too much difference can of course be problematic when groups are so eclectic that they become incoherent, incapable of agreeing on basic principles, let alone strategy and tactics. That is why the practices of leadership communication that you learnt about in Week 4 [Tip: hold Ctrl and click a link to open it in a new tab. (Hide tip)] and Week 5 of Introducing Black leadership are important, because they help you find a way through difference, making diversity a strength for leadership.

To conclude the discussion on resistance through distance, persistence and difference, it is worth noting that one is not necessarily more effective than another. Their effectiveness depends on the context. Resistance through distance is the type that is most criticised, because it offers the least challenge to power. However, this kind of resistance can offer people a sense of comfort and support under difficult circumstances, the importance of which should not be underestimated. Finally, it is worth noting that resistance through distance, persistence and difference rarely exist in isolation. Resisting groups are capable of demonstrating more than one at any one time and frequently transition between them. You will now explore some of the contextual dependencies of these forms of resistance through an activity.

Activity 3 Distance, persistence and difference in practice

Timing: Allow around 20 minutes for this activity

Watch the following video where Christy Adeola Braham, Workers Health Coordinator, Women in Informal Employment: Globalizing and Organizing, talks about her resistance in relation to power. As you watch, try to find examples of resistance through distance, persistence and difference.

If you wanted to start resistance leadership in your own context, would you choose distance, persistence, difference or more than one of these approaches? Make some notes or have a conversation with a colleague about your thoughts.

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Transcript: Video 2 Christy Adeola Braham – Resistance to power

CHRISTY ADEOLA BRAHAM

So several years ago, I found myself in a situation where I was going to be evicted. The police were involved as well. And I had no choice but to challenge some very racist practices, which I was subject to from both the landlord, from the local council, and also from the police officers involved.

For us, we really took like a multi-pronged approach. Step 1, of course, was raising awareness. So social media was a really important tool for that. And that was a way for me to engage friends, family, acquaintances, people I knew, people who knew people that I knew, and to really shed some light on what had happened. Step 2 was then me joining a local union. And that was great because it was like-minded people-- like-minded engaged people who were already doing so much work on housing but had really cared about what had happened and really took an interest. Step 3 was then moving beyond working with people in the housing union to really engaging people from other social movements. We needed to engage people who worked on race and inclusion and diversity. And so through that, we really engaged people beyond the initial network and really generated a lot more interest. Stage 4 was then reaching out to media. So by now, we had a petition with thousands and thousands of signatures from people all across the UK and beyond and different countries in the world. And then the next stage, stage 5, was really taking everything that had happened, using all the interest that we generated to speak to power, to engage local politicians, to get councillors, MPs from the Green Party and Labour Party on our side. And we managed to pique the interest of the mayor of Bristol, managed to get some agreements with him and the council as to their various housing and policing policies.

So I think as a leader involved in these various resistance struggles, I think, it’s really important to be determined. There’s no short-term gain here. We’re talking about months and years. I also think it’s important to be thick skinned. Unfortunately, there are going to be many detractors, lots of people who don’t believe in your campaign or just don’t understand the issues that you’re trying to shed light on or don’t believe in the existence of these issues. And you’re going to have to learn to navigate that.

End transcript: Video 2 Christy Adeola Braham – Resistance to power

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Video 2 Christy Adeola Braham – Resistance to power

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In the video, Christy shared her insights into resistance through persistence. She articulates the five steps she used in her housing campaign, that involved: raising awareness through social media, joining local housing unions, engaging with other social movements, engaging in promoting racial equity, reaching out to the media and speaking to power holders. Christy highlights the impact of activism on the leaders and shares tips that might be useful to other leaders, including maintaining a balance by pursuing hobbies, being physically active, etc.