The power of discomfort: why inclusion requires us to lean in, not step back

My work inevitably creates challenging conversations – be that between me and my clients, between me and the people I'm engaging with, or among the people who participate in workshops and other activities. It's part of the course, and nothing to worry about if you're prepare for it.

But why does this happen?

Embedding meaningful inclusion into organisational systems isn’t just a strategic initiative – it’s a journey that can transform outcomes. If done appropriately, it can feel uncomfortable.

Discomfort is not always a sign of failure; it's evidence of growth.

Feel unsettled in this context can signal that something is shifting – perspectives, priorities and power structures. And that your organisation is moving from performative inclusion towards true equity and long-term impact.

Discomfort Is part of the process – not a problem to avoid

When organisations begin to interrogate systems, policies or culture, people understandably feel defensive, unsure or overwhelmed. This is normal.

Inclusion work asks us to re-examine long-held beliefs, question habitual practices and recognise where exclusion may exist. It's confronting stuff.

By sitting in discomfort rather than rushing to resolve it, individuals and teams open themselves up to learning, listening and transformation. Plus, we all move at a different pace - we can't all jump into it. And sometimes, rapid responses can be counterproductive.

This is often where the good work happens.

As this requires personal reflection and shifts in values, supportive environments are important for this work.

Having the right conversations – even when they’re difficult

One of the biggest obstacles to embedding inclusion is that those who are less engaged or unfamiliar with the topic may misunderstand the purpose.

Some may perceive inclusion efforts as a criticism rather than an opportunity. That’s why strategic messaging is essential. It’s not about telling people what they’ve done wrong or what they have to do – it’s about showing what the organisation can do better – together.

Communicators and leaders should position inclusion as a driver of progress, relevance and long-term sustainability.

Messaging should focus on shared values, purpose and the collective benefits of inclusion, not just compliance or moral obligation. In fact, leading with a compliance angle can often deter engagement in the work, causing 'EDI fatigue'.

Staying the course

Embedding inclusion into organisational structures is not a short-term project – it’s an ongoing commitment. It requires investment, leadership accountability and cultural change. Most importantly, it requires perseverance through uncertainty.

When organisations choose to embrace discomfort, they unlock a pathway to becoming truly innovative, values-led and socially relevant.

The discomfort we feel is not a barrier to inclusion – it's often the gateway.

The organisations that will thrive in the future aren't the ones that avoid this challenging work, but those that recognise it as the pulse of progress.

Let's embed better inclusion, just as we're embedding environmental sustainability.

Find out more

Download my FREE guide to culturally inclusive community engagement here –a lot of the information can be applied to employee engagement too.

I also offer one-to-one coaching for leaders for longer term support.

If you'd like to have a chat about embedding inclusion, email me: hello@elmaglasgowconsulting.com.