When the World Is on Fire, Your Culture Should Be Your Refuge — Not Another Battleground

Whenever there is social unrest—mass protests, political turmoil, threats to civil rights—we tend to draw a clear line between “what’s happening out there” and what happens within the four walls of our organizations. But that line is imaginary. Our employees don’t leave their values, lived experiences, or fears at the door. And in times of crisis, those emotions become stronger and louder than ever before.

Today, we are witnessing the fire again. Millions of people are marching in the streets—some in defense of their rights, others in demand of justice, many in collective grief or rage. These are not fringe moments. They are markers of an evolving societal consciousness, and their impact is profound, especially in the workplace. 

The question is: When the world is on fire, will your organizational culture be a source of refuge—or will it become just another battleground? 

The Illusion of Neutrality 

Many organizational cultures pride themselves on being “inclusive,” “welcoming,” and “psychologically safe.” But those ideals are often stress-tested in moments of widespread societal crisis. Leaders may want to maintain a sense of normalcy, assuming that silence equals stability. Others may try to “stay neutral,” hoping that avoiding the issue will preserve harmony. 

But neutrality in times of injustice is not a shield—it’s a stance. And for employees whose identities are directly impacted by what’s unfolding in the world, silence can feel like complicity. Worse, it can trigger deep distrust, disillusionment, and disengagement. 

We must move beyond the illusion that our workplaces can be apolitical, or that we can separate people’s emotional realities from their professional roles. Cultures are made up of people. And people are shaped by their experiences, fears, values, and hopes—especially in moments of collective upheaval. 

Culture as a Stabilizing Force 

The goal isn’t to turn every workplace into an activist hub or a town hall for political debate. But it is to ensure that our cultures are strong enough to hold complexity—strong enough to serve as stabilizing forces when people are carrying invisible burdens. 

A healthy culture should offer conditions where people can be human, express themselves with care, and trust that their experiences won’t be minimized or weaponized. It should have the tools, structures, and leadership mindset to navigate difficult conversations, not suppress them. And it should provide a shared sense of values that doesn’t crumble under pressure but becomes even more clear. 

In short, when everything else feels chaotic, your organizational culture should be where people exhale. 

So how do we get there? 

5 Ways to Fortify Culture During Volatile Times 

1. Acknowledge What’s Happening

It sounds simple, but the first—and often most powerful—thing a leader can do is acknowledge reality. Acknowledge that the news is painful. Acknowledge that employees may be distracted, emotionally depleted, or afraid. Acknowledge that not everyone is experiencing the moment the same way. 

This isn’t about making political statements. It’s about being human. When leaders name the moment with sincerity and empathy, they open the door for authentic connection. When they ignore it, they close that door—and often fracture trust in the process. 

2. Don’t Assume Psychological Safety—Assess It

Too many organizations assume they have a “safe space” culture simply because no one is raising concerns. But silence doesn’t equal safety—it often signals fear. 

Use times of social tension as an opportunity to take stock. Are employees confident they can speak up without retaliation or gaslighting? Are there equitable practices in place for addressing harm? Have affinity groups or underrepresented team members been consulted—or are they carrying the burden of change alone? 

Cultural resilience is built on feedback loops, accountability, and a willingness to uncover hard truths. 

3. Train for Dialogue, Not Debate

One of the most important investments a company can make is in dialogue training—not conflict resolution alone, but actual facilitated experiences that teach employees and leaders how to listen, reflect, and respond in high-stakes conversations. 

This includes: 

• How to sit with discomfort 

• How to distinguish between intent and impact 

• How to apologize meaningfully 

• How to have values-based conversations with people who disagree 

Dialogue isn’t a luxury in volatile times—it’s a necessity. It’s the only path to mutual understanding, and to building a culture where difficult conversations don’t destroy relationships but deepen them. 

4. Create Space for Processing and Support

When public crises erupt—whether racial violence, gender-based attacks, war, or political rulings—offer employees structured space to process. This might include: 

• Optional healing or reflection spaces facilitated by trained professionals 

• Affinity-based gatherings 

• Guided journaling prompts or wellness resources 

• HR and management check-ins tailored to emotional support 

This is not about turning the workplace into a therapy session. It’s about acknowledging emotional labor, making space for it, and reinforcing the message that people matter—not just as employees, but as whole human beings. 

5. Reaffirm and Recommit to Your Values

In moments of crisis, your organizational values aren’t just wall art—they should be the compass. But they must be living, breathing commitments, not abstract ideals. 

Now is the time to: 

• Revisit your values and how they show up in daily operations 

• Communicate your stance on equity, safety, and belonging—not reactively, but proactively 

• Involve employees in shaping how your values evolve to meet the moment 

This work doesn’t just protect your culture from divisiveness—it makes it stronger, more aligned, and more resilient. 

The truth is: This moment is a test—not of your policies, but of your principles. 

When employees look back on this chapter, they won’t remember whether the all-hands meeting started on time. They’ll remember whether their leaders spoke up. Whether they felt seen. Whether they could bring their full selves to work and not just survive, but thrive. 

We often say that “culture eats strategy for breakfast.” But I would add: In times of crisis, culture eats avoidance for lunch. 

Organizations that choose avoidance—who silence, suppress, or ignore the emotional temperature of their people—will struggle. They will lose trust, talent, and credibility. But those who choose courage, clarity, and care? They’ll become beacons. 

Let Your Culture Be the Refuge 

The world is on fire. And for many people, the workplace is the one place they spend most of their waking hours. That space has the potential to be a haven—a place of clarity, connection, and healing. 

But only if we choose to make it so. 

At CultureRoad and DeEtta Jones & Associates, we help leaders and organizations turn values into action, even—and especially—when it's hard. We’re here to help you build cultures that don’t crack under pressure but rise to the moment. 

If you’re ready to strengthen your culture for what’s happening now and what’s next, we’re ready to walk with you.