Many of us are feeling anxious about tomorrow’s Election Day.

Brené Brown’s insight that “we are emotional, feeling beings who, on rare occasions, think” underscores the need to approach election-related discussions with empathy. Leaders, managers, and employees alike may find themselves in conversations or situations where deeply held political views and their impacts on identity and values come to the fore. How can you navigate these moments in a way that supports psychological safety and constructive dialogue? What if it becomes necessary for you to facilitate a heated debate at work? We believe that organizations can play a pivotal role in fostering a climate of understanding and civility during such critical times.

The Power of Intercultural Competence

Intercultural competence is the ability navigate your own and other people’s worldviews and interpretations in ways that allow us to be more effective and more connected. Worldviews include political beliefs and behavioral interpretations of values like freedom, safety, fairness, self-reliance, hard work, and equality.

Now, you may choose to stay away from political topics altogether, but these beliefs are part of who we are, and we’ve always told folks to avoid leaving parts of who they are when they come to work, right? Leaders who embody intercultural competence don’t shy away from engaging in or facilitating conversations that may seem contentious. Instead, they lean into these discussions with an awareness that differences, if managed well, will boost trust, belonging, and psychological safety.

The DIN Model: A Structured Approach to Practicing Intercultural Competence

The DIN model can help us move through these difficult conversations.

1. Describe: Start by stating what you observe without adding judgment or assumptions. This step requires focusing on behaviors that are objective, measurable, and observable. Describing includes accurately quoting someone.  For example, “I noticed that today’s discussions in our team meeting brought up a lot of strong opinions.” (Note there is no judgment in that statement). Make sure your Descriptions are neutral and based solely on facts.
   • Example: “I heard John say, ‘We need to raise taxes on the wealthy and large corporations to make the system more fair and generate revenue for important social programs.’ “
   • Example: “I heard Maria say, ‘Securing our borders and enforcing immigration laws is crucial for national security and protecting American jobs.’”

1. Interpret: This is the subjective step, where you can explore the meanings behind the behaviors, considering your own perspective and that of others. We must listen to people’s interpretations while assuming positive intent. Usually people are being sincere in their beliefs, plus it helps avoid defensiveness and fosters an open, constructive dialogue. If negative intent truly exists, your organizational policies can be leveraged.
   • Interpretation of John’s Statement: I spoke with John and he explained that to him, social equity is achieved when people who are making a lot more than the average person and rich corporations help those who haven’t been as lucky or have been marginalized.
   • Interpretation for Maria’s Statement: I spoke with Maria and she explained that she is concerned about the safety of border towns and the US in general, and feels it’s important to prioritize Americans when it comes to economic opportunities.

1. Navigate: This is the creative step where each person thinks through ways to approach the situation effectively while considering different interpretations. Navigation involves strategizing on how to manage biases and assumptions and ensure that all voices feel acknowledged. While it’s not necessary to agree with another perspective, considering the impact of different interpretations is vital for connection and effective working relationships.
   • Example: “As a team, I think we can all agree that economic fairness and safety and economic stability for all Americans is important to all of us.” Navigation requires seeking common ground that incorporates diverse interpretations while considering the impact of different approaches.

Using the DIN model can be hard in the beginning, and it may feel inauthentic because your instinct is to go straight to the interpretation step, but it very often yields good results because you’re starting off agreeing on what the Descriptions (the objective facts) are.

The Art of Listening with Openness (even when you disagree!)

In times of deep disagreement, conversational receptiveness is a vital skill. Conversational receptiveness means using language in ways that show others you are open to hearing their perspective. Julia Minson at the Harvard Kennedy School of Government and her colleagues find that people are more likely to engage constructively when they feel their views are being acknowledged. They’ve also found that using conversational receptiveness during tense disagreements is ‘contagious’—meaning, when one person uses it, it affects the people around them, therefore creating a ripple effect of better communication. In other words, if I’m warm and positive and actively listening, the other person will be a lot more willing to do the same.

Practical ways to practice conversational receptiveness include:

• Finding Points of Agreement: Look for areas where you share common ground. Use phrases like “we both want…”, “I also think…” or “I agree with some of what you’re saying.” For example, if a colleague says, “I think this policy will help working families,” you could respond, “Supporting working families is certainly important to all of us.”
• Acknowledging Valid Points: Even if you don’t agree with everything someone says, recognize the parts that resonate. “I understand that you’re concerned about the economic impact of this policy.”
• Using Neutral Language: Avoid emotionally charged or accusatory words. Instead, frame your responses in ways that reflect curiosity. “Can you tell me more about why this issue matters so much to you?” or “I think it might be because tomorrow’s election is on everyone’s mind, and people are feeling uncertain. What do you think?” Avoid using ‘always’ or ‘never’ as these seldom apply in any situation. Instead, make it a practice to use qualifiers like “some”, “many”, “tend to”, “sometimes”, “often”, etc.
• Paraphrasing: Demonstrating that you’ve heard someone by restating their main points. Try to use different words than the ones they used, so they feel like you’ve actually understood and heard them.  “I’m hearing you say you feel ____ when _(action/behavior)..” AVOID saying “I hear you, but…”.

Conversational Ground Rules

It’s also usually very helpful to agree on a few ground rules for having the conversation, for example, no interruptions, no one person can speak for more than 3 minutes without pausing, no negative facial expressions, no usage of ‘they’ without specifying who, we speak from own experience using “I” statements.)  Other table stakes ground rules should include no yelling, using insults, engaging in dismissive facial expressions or body language, or using sarcasm.

Using conversational receptiveness with the DIN model can transform a heated exchange into a meaningful dialogue that reinforces psychological safety.

How These Tools Can Help on Election Day and Beyond

With Election Day tomorrow, these approaches are especially timely. The days and weeks following a major election can be tense in any workplace, as colleagues grapple with different emotions, news developments, and potential shifts in policy that may impact their lives and careers. Practicing intercultural competence with DIN model while leveraging conversational receptiveness can help you maintain an inclusive environment where all voices feel heard, valued, and understood—even in times of societal stress. By adopting these strategies, leaders can build trust, reduce polarization, and create a culture where everyone thrives, regardless of the external climate.

At LCW, we understand that fostering an inclusive workplace is an ongoing journey. If you are a leader, people manager, or employee looking for more guidance on how to implement these practices or explore deeper learning on inclusion and engagement, we invite you to explore our resources at www.lcwinclusion.com.

Let’s navigate these conversations—not just on Election Day, but every day—with the empathy, insight, and skill that inclusive leadership demands.