ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book is based on a very short conversation that resulted in a highly skilled person being silenced for months. It focuses on how a black manager skilfully refuses to do the white executive board’s work to understand how discrimination ‘works’ in their organisation. How someone, who on the surface has less power, exemplifies the role of intermediary. Who is constructively awkward and dislodges the more powerful, so as to create space to think differently. The book describes the act of a courageous individual, who was constructively awkward. It continues the exploration of what helps to determine our capacity to speak up and resist being silenced. The book suggests ways to make the case to managers and senior people, that taking time to review the conversational culture is sensible.
