From ‘Working For’ to ‘Working With’: The Role of Feedback in Driving Inclusive Practices in the Workplace

True inclusion requires a fundamental shift from 'working for' to 'working with.' This shift is essential not only for inclusion projects but also for cultivating a workplace where collaboration and shared decision-making are the cornerstones of a truly cooperative work culture.

These two phrases may be close to each other, but they manifest in completely different ways. The goal is to 'work with,' not 'work for,' across a wide range of inclusion efforts. Moreover, this distinction extends beyond superficial approaches to inclusion, highlighting how we approach genuine collaboration in all aspects of our work.

Why is this important?

Having a diverse workforce is a helpful start, but it alone does not suffice. Without inclusive methods, people from different backgrounds may feel excluded, unappreciated, or ignored. "Working for" usually leads to a top-down approach, where leaders make choices with little input from others. This can limit open discussions and sharing of ideas while people realize that their ideas may not truly be implemented or considered. In contrast, "working with" means collaborating—fostering an atmosphere where everyone’s opinion is valued, and individuals feel respected and heard.

For those who are yet to determine if they are “working with” or “working for,” it is prudent to examine any feedback processes in place. Feedback can not only reveal the underlying mindset of an organization, but it can also highlight the stark differences between "working for" and "working with."

1. A. Feedback in a "Working For" Model:

1. Single-direction feedback: Feedback flows predominantly in one direction—from employees or stakeholders to leadership.

2. Limited channels: Feedback is often treated as a formality, with little or no genuine consideration or action taken.

3. Disregarded feedback: Decisions are made without explaining why certain feedback was not implemented, leading to frustration and disengagement. The time and effort spent providing feedback, as well as responses to it, are not acknowledged or prioritized.

B. Feedback in a "Working With" Model:

1. Collaborative feedback: Feedback flows both ways, creating an open dialogue where all voices are heard and respected.

2. Multiple channels: Various avenues for feedback are provided, such as regular check-ins, suggestion boxes, and anonymous platforms. Collecting and acting on feedback is treated as an integral and intentional process.

3. Respected feedback: Suggestions are carefully considered, and feasible changes are implemented. If feedback cannot be acted upon, clear and accessible explanations are provided, fostering transparency, respect, and trust in the process.

By promoting a "working with" approach and including feedback systems, organizations can go past tokenism and build spaces where all individuals truly feel included and empowered.