What happens when employees push back against businesses that embrace diversity, equity and
inclusion (DEI)?
As organizations increase their focus on DEI, they sometimes face unintended negative
outcomes. How they can mitigate that pushback, which may include discrimination against
underrepresented groups or resistance to required DEI training, is the subject of research by
doctoral student Lauryn Burnett, whose paper on the topic has been published in Business
Horizons.
Burnett is a co-author with Avram Tucker Distinguished Scholar and Professor of Management
Herman Aguinis on “How to prevent and minimize DEI backfire.” Her research found that off-
track messaging, inadequate support from leadership and weak workplace structures can
contribute to the backfire.
The research pointed to five evidence-based actions that can help prevent or mitigate negative
reactions. The first focuses on job recruitment and calls for realistic job previews in order to
minimize staff turnover. Other recommendations included greater engagement of managers in the
recruitment process—and giving them increased autonomy in hiring decisions. Clarity on merit-
based advancement policies can also help defuse pushback, according to the research.
Other recommendations include a context-conscious perspective on diversity training, creation of
an accountability mechanism for DEI, the alignment of DEI with the organization’s
communications and culture and a multi-tiered approach to monitoring and evaluating DEI
practices within an organization.
Burnett said she started working on the paper in her first semester at GW. “Dr. Aguinis made it
into an assignment,” she explained. “The idea needed to be framed … so the recommendations
were specific enough to help address this particular problem.
“To be published at this point is beneficial for me professionally. Because this is a practitioner
bridge journal, it means that I understand how to translate research into practical advice for
managers—something I want to continue throughout my research,” she added.
Burnett said DEI is a subject that has interested her for some time.
“I am very proud of our stellar doctoral student Lauryn Burnett, who exemplifies what we do in
GWSB’s PhD program: Prepare students to be successful academics who will contribute to both
theory and practice,” said Aguinis. “Lauryn is studying a critical issue for society and
organizations and shows that research conducted at GWSB is both rigorous and relevant.”
Burnett worked in human resources at L3Harris, a technology company, defense contractor and
information technology provider in Florida, when she decided to pursue a PhD, which she is on
track to complete in 2027. She holds a master’s degree in human resources from the University
of South Carolina.
“I am grateful to have had such great mentorship early on and to be seen as a colleague and not
just a student, to have my ideas and perspectives valued. Reaching this publication milestone at
the start of my second year is a testament to the exceptional quality of the program at GW,” she
noted, acknowledging the support of her advisers, Associate Professor of Management Margaret
Ormiston and Professor of Management N. Sharon Hill.