Maybe you’re a little bit racist? Overcoming deficit discourse thinking to enhance Indigenous engagement.
It's time to dismantle the glass ceiling and reshape the narrative surrounding Indigenous Australians, focusing particularly on the pervasive impact of deficit discourse. This narrative significantly influences every Indigenous person in Australia, affecting Indigenous businesses' ability to maintain their ownership, fuelling misconceptions about Indigenous culture, perpetuating stereotypes about Indigenous talents, and hindering efforts to overcome Indigenous disadvantage.
If you're unfamiliar with the term "deficit discourse," you're not alone. Many struggle to understand how it continuously frames Indigenous communities in terms of what they lack rather than their capabilities and contributions. Indigenous leader Scott Gorriage illuminates this issue well when he points out the immediate shift in perception that occurs when labels like "Aboriginal" or "Indigenous" precede a noun, he said, ‘Put the words Aboriginal or Indigenous in front or behind something, immediately it changes the way you think about it, think of housing, now add Aboriginal in front of that word and you Aboriginal Housing, what do you think now?’. This labelling can instantly alter perceptions, often leading to a reduced expectation and a narrow, deficit-focused interpretation. This form of categorisation can verge on systemic racism or overt racism, as it imposes limiting and often negative stereotypes on entire communities.
Deficit discourse is a pervasive narrative framework that disproportionately highlights the perceived shortcomings and challenges faced by Aboriginal communities, often overshadowing their capabilities, achievements, and contributions. In the context of Indigenous Australians, this discourse tends to focus on issues such as economic disadvantage, health disparities, and educational gaps, painting a picture of a community in perpetual need of assistance. This not only skews public and corporate perceptions but also influences policy and investment in ways that can reinforce the very inequities they purport to address. By constantly framing Aboriginal people within a context of deficiency, deficit discourse undermines their agency, obscures their diverse strengths, and perpetuates a cycle of marginalisation.
Let me give you some examples in the real world of how this is impacting reconciliation and closing the gap. I will start with employment opportunities, focussing on executive opportunities and board opportunities. The deficit approach has led to an influx in Indigenous identified positions, which is brilliant as it has given opportunity for Indigenous professionals to enter new organisations and industries. Why is it, that this seems to be the only avenue for Indigenous people to hold executive or board roles. I know that there are specific Indigenous Industries that require Indigenous expertise, and they place a high demand on Indigenous talent, yet why are talented Indigenous people boxed into these roles? You guessed it, its deficit discourse thinking.
In a world where the demand for diversity and social inclusion is ever-increasing, we might expect organisations to actively seek Indigenous talent for executive and board roles, especially to enhance Indigenous engagement. However, outside of roles specifically designated as 'Indigenous', such opportunities are scarce. This scarcity arises not from a lack of talent, but because once an individual identifies as Aboriginal, they are then labelled as 'the talented Aboriginal'. This label imposes a heavy burden, restricting their recognition as simply 'talented' and forcing them into narrowly defined, stereotypical roles that fail to acknowledge the full scope of their abilities and potential. This places them in roles with glass ceilings and forces them to leave good organisations as there is no opportunity for growth.
Another challenge is maintaining Indigenous ownership in expanding businesses. Indigenous entrepreneurs often grapple with the dilemma of scaling their operations while preserving their 100% Indigenous-owned status. The pressures of financial and strategic growth, such as forming partnerships or accepting external investments, can threaten this status, leading to potential losses of control and cultural integrity. This isn't merely about ownership—it's about protecting the right to operate within a unique cultural framework that honours distinct values and definitions of success.
This issue is compounded by the prevailing deficit discourse, a narrative I have personally encountered numerous times as an entrepreneur. For instance, I once lost a significant coffee tender after the client discovered we were an Indigenous-owned company. Despite previously proving our capabilities and detailing our strategy to fulfill the contract, the revelation shifted the entire discussion. The procurement officer questioned, "How can an Indigenous business handle this tender?" as if our Indigenous ownership suddenly negated our proven competencies. This experience highlighted a harsh reality: the mere label of 'Indigenous-owned' can unjustly challenge the credibility and perceived capacity of a business, even when its qualifications and performance are evident.
Indigenous businesses often find themselves confined within a deficit framework, where they must either grow slowly or sell their equity to demonstrate capability. This situation is frustrating and runs counter to how Indigenous business should operate. Given that Indigenous communities have thrived in this country for over 60,000 years, they undoubtedly possess the knowledge and skills necessary to expand a business. This is particularly true in an era when organisations are actively seeking genuine partnerships. The resilience and enduring wisdom of these communities should be seen as a testament to their potential in the business world, not as limitations to be overcome.
Overcoming the deficit discourse that often surrounds Indigenous businesses and professionals requires deliberate strategies and thoughtful changes in organisational practices. Here are some recommendations for organisations looking to make a positive impact:
1. Implement Strengths-Based Training: Organisations should educate their staff about the strengths-based approach, which focuses on the assets and skills that Indigenous individuals and communities bring. This training should challenge and aim to dismantle the common stereotypes and deficit narratives.
2. Promote Indigenous Leadership: Actively promote Indigenous employees into leadership roles and support their development with mentorship programs that recognise and harness their unique cultural perspectives. This not only diversifies leadership but also provides visible role models for other Indigenous professionals.
3. Support Indigenous Businesses: Organisations can create policies that favour partnering with and purchasing from Indigenous-owned businesses. This practical support helps grow these businesses without forcing them to relinquish control or dilute their Indigenous ownership.
4. Create Inclusive Policies: Review and revise company policies to ensure they do not inadvertently disadvantage Indigenous people. This could include re-evaluating hiring practices, communication styles, and performance evaluation criteria to better align with diverse cultural expressions and values.
5. Engage in Long-Term Partnerships: Instead of superficial engagements, companies should build long-term partnerships with Indigenous communities. This involves more than just transactional relationships and includes listening to community needs and responding in ways that support sustainable growth and autonomy.
6. Transparent Reporting and Accountability: Organisations should maintain transparency in their efforts to support Indigenous engagement and be accountable for their progress. Reporting on these efforts helps build trust and encourages continuous improvement.
7. Leverage Indigenous Advisory Boards: Establish or engage with Indigenous advisory boards that can provide strategic insights and guidance on company practices from an Indigenous perspective. This ensures that business strategies are culturally informed and respectful.
8. Celebrate Indigenous Cultures: Regularly recognise and celebrate Indigenous cultures and achievements within the organisation. This can include acknowledging significant dates, supporting Indigenous arts and cultural practices, and educating all employees about the rich histories and contributions of Indigenous peoples.
By implementing these strategies, organisations can play a crucial role in shifting the narrative from a deficit discourse to one that recognises and values the contributions of Indigenous peoples fully. This change not only benefits Indigenous communities but also enriches the cultural and business landscapes of the organisations involved.
Lastly, challenge yourself. Maybe there is a little bit of racism there? I know that is confronting and it may make you angry or upset. But you live in this country and in this system. I do too. In my lifetime I have been racist, I too must actively remove myself from deficit discourse thinking. We are in this together, the more we talk about it, the better we will become at fixing it.
