The Future of EDI in the U.S.: A Period of Abeyance, Not Demise

The current state of Equity, Diversity and Inclusion (EDI) in the U.S. has led many to question whether EDI is dead. With increasing legislative restrictions, corporate budget cuts, and media narratives suggesting that EDI efforts contribute to economic decline, the environment appears hostile to continued progress. However, rather than viewing this as the end of EDI, social movement scholars suggest a different interpretation: EDI is experiencing a phase known as "closed doors," where traditional pathways for change are blocked, yet internal efforts persist. This is a well-documented pattern in social movements, where abeyance—periods of reduced visibility and stagnation—serves to strengthen networks and sustain advocacy until the opportunity for broader change re-emerges.

Understanding Social Movements and Opportunity Structures

Research on social movements highlights that their momentum is tied to "opportunity structures"—the external factors that either enable or hinder progress. EDI saw significant advancement following the murder of George Floyd in 2020, when public sentiment, corporate pledges, and leadership commitments created an open opportunity structure. During this period, organizations hired Chief Diversity Officers (CDOs), formed EDI committees, and implemented policies aimed at improving workplace inclusion. However, just as opportunity structures can open, they can also close. Today, as political opposition intensifies and organizations face economic pressures, EDI advocates are encountering resistance, leading to a period of abeyance rather than outright failure. Historical parallels, such as the U.S. suffrage movement, demonstrate that movements often sustain themselves through alternative strategies during such downturns, positioning themselves for a resurgence when conditions become favorable again.

Strategies for Sustaining EDI in a Hostile Climate

Recognizing that EDI efforts must adapt to the changing landscape, CDOs and advocates are employing strategic measures to maintain momentum despite external pushback. Their approaches closely resemble the tactics used by feminist and civil rights movements during periods of restricted progress.

Building and Sustaining Networks

One of the most critical elements of sustaining EDI work is preserving and strengthening professional networks. Even as EDI roles are being eliminated, the surge of EDI hires post-2020 has created a robust community of advocates who can continue to share knowledge and best practices. To keep these networks intact, many are turning to virtual events, roundtables, and community dialogues. These gatherings serve as "brave spaces," where individuals can discuss challenges and collaborate on solutions despite the broader climate of resistance. Additionally, peer support is crucial—CDOs are forming small working groups to navigate challenges together, ensuring that expertise is not lost but rather distributed among committed professionals.

Preserving Collective Memory

Many EDI practices have become embedded in corporate structures, from bias-mitigation strategies in hiring and promotions to equity-based performance review processes. The challenge now is ensuring that these efforts do not erode due to leadership turnover or shifting priorities. Employee Resource Groups (ERGs) have emerged as a key tool for maintaining these initiatives. When adequately supported with protected time, leadership development, and compensation, ERGs can act as a conduit between employees and executives, sustaining EDI’s presence in the workplace.

Another critical approach is integrating EDI into core business strategies. Rather than positioning EDI as an isolated initiative, some CDOs are aligning it with customer access and product development, making it an essential component of business success. This not only preserves EDI efforts but also challenges the narrative that EDI is an extraneous concern rather than a strategic advantage.

Reframing and Renaming the Work

In response to increasing resistance, some organizations are subtly rebranding EDI initiatives to ensure their continuity. Companies such as Starbucks and Eli Lilly have altered the language around EDI, replacing explicit terminology with more universally accepted business metrics such as "talent development" or "diversity goals." While some critics view this as a capitulation, social movement history suggests that strategic reframing is often necessary for survival. The environmental movement offers a strong precedent—what was once "nature conservation" evolved into "sustainability," then "climate change," and now "climate justice." These shifts in language have helped maintain engagement and ensure the movement’s survival amid changing political and economic conditions.

Strengthening Core Commitment

During periods of closed opportunity structures, movements often turn inward, focusing on their most dedicated supporters rather than attempting to appeal to broader audiences. This is currently happening within EDI, where many CDOs are prioritizing targeted, high-impact initiatives over widespread public-facing efforts. By streamlining their focus and setting fewer, more achievable goals, EDI leaders are ensuring that progress continues incrementally, even if large-scale change is temporarily stalled. For example, rather than issuing sweeping public pledges, some organizations are conducting deep analyses of internal hiring and retention patterns, addressing disparities one step at a time. This meticulous approach ensures that EDI remains integrated into organizational systems, even if it is less visible externally.

Conclusion: A Strategic Pause, Not an End

While the external climate for EDI appears unfavorable, this does not signify its demise. Historical patterns in social movements demonstrate that downturns are often followed by renewed momentum. By focusing on strengthening networks, embedding EDI into business strategies, reframing the work, and concentrating on committed advocates, EDI professionals are ensuring that the movement remains resilient. Just as the suffrage movement sustained itself through decades of limited progress before re-emerging with force, so too will EDI persist until the next window of opportunity arises. The current moment is not an end but a strategic adaptation, positioning EDI for a future resurgence.

Reference

• Harvard Business Review. (2024). How DEI Can Survive This Era of Backlash

https://hbr.org/2024/09/how-dei-can-survive-this-era-of-backlash