To tackle the problems of a highly polarized society, which virtually all corporate executives agree is not helpful to a productive business environment, business must do more to be part of the solution.

Albert Bourla, CEO of Pfizer, says he experienced two very different reactions in society related to the development of the company’s COVID-19 vaccine. The first was a hero’s welcome.

During 2020, we have experienced a range of emotions – from those related to the COVID-19 pandemic to those stemming from racial violence and injustice. In both cases, my inspiration and hope for the future come not only from seeing how people have reached out to others and how they have come together to solve problems, but also how they’ve done so despite their differences.

As the leader of an organization that empowers people to live better as they age, and as the mother of a son and daughter—both millennials—I am disheartened by the deterioration of civil discourse in this country. We have become a polarized nation. It appears dialogue, bipartisanship, cooperation and the ability to compromise have all but disappeared.

As a college student in Argentina 35 years ago, we had very limited access to textbooks. When it came time to study, we had to check out books from the campus library, take them across the street to make photocopies of the pages we needed, and then return the books to the library.

As the nation’s political polarization teeters on the toxic, the downstream consequences are becoming apparent. These include political gridlock, erosion of faith in institutions, extremism, social unrest, and even violence. This begs the question: Why are Americans so bitterly divided over politics? Did we choose this?

In 2019, nine in 10 business leaders reported feeling concerned about the state of our democracy. Half felt they had a personal responsibility to act. They are not alone—even before the pandemic, large majorities of Americans expressed dissatisfaction with the direction of the country, and trust in American democracy is falling.

Southwest Airlines’ legendary founder, Chairman-Emeritus, and my mentor and friend (and hero!) once wisely said, “The business of business is People.” Herb Kelleher had it right, as he always did.

During 2020, COVID-19 has quickly demonstrated how truly interconnected we are as a global society, but geo-political, economic, and racial tensions, paradoxically, have at the same time magnified our differences and overshadowed what unites us – our collective humanity.

During days spent in the federal government early in my career, I formed a theory. I believed it was business (and usually big business) that had a greater capacity than government to advance civil society.

This year we have seen a financial pandemic hit with tremendous force as companies and businesses closed or reduced their workforces at a record-setting pace. This was not about maximizing profits; it was about pure survival.

The health of our democracy is unconditionally linked to our ability to freely talk about it and that we have a marketplace of ideas and public venues in which we can test our thinking—right or wrong, without risk to our personal liberty—is arguably as important as who wins or loses the elections that determine the fate of those ideas.

Few things are more troubling to our society than the polarization gripping our country. It impacts our ability to deal with the most pressing issues of the day, ranging from climate change to energy production and consumption, from public health to economic growth. 

The Dialogue Project recently staged a crisis simulation exercise at the annual conference of the Page Society, the global association of chief corporate affairs officers. Using a hypothetical but highly realistic event, and with the participation of some of the world’s most admired leaders from business, government and journalism, the session explored how a multinational organization must manage a range of stakeholder demands as it confronts a crisis that combines a global public health issue with the politicization that unfortunately accompanies it.

Business will be a big voice in Twitter’s future direction

Author Max Fisher takes a deep dive into the role social media plays in our current state of polarization.

This spring, The Dialogue Project, a program inside the Fuqua School of Business that explores what role business can play to help reduce polarization in our society, hosted a discussion as part of the school’s alumni reunion weekend, in which …

Lydia Beyoud in Bloomberg Law reports on the growing trend to tie executive compensation to measurable objectives in the ESG space.

Ella Washington writes in the Harvard Business Review that many CEOs and Chief Human Resources Officers throw up their hands when dealing with DEI (diversity, equity and inclusion).

As CEO of Merck, Ken Frazier didn’t shy away from taking a position or making a statement that he knew some employees might disagree with. But whenever he did so, he also listened to their views.

We live in an increasingly complex world where companies, governments, unions and special interest groups vie for time, attention and favorable circumstances for their respective institutions.

“In February 2020, in the midst of a vitriolic presidential election, an idealistic group of donors from across the ideological spectrum met to plan an ambitious new project,” writes Farah Stockman in the New York Times.

In the Harvard Business Review, authors Martin Reeves, Leesa Quinlan, Matthieu Lefevre and Georg Kell explore the phenomenon of increasing expectations that companies should practice “corporate statesmanship” by playing a more visible public role in social and political issues.

Discord and divisiveness are not new conditions in America. But the degree to which this country is divided and polarized today is unprecedented.

In business, building consensus is a fact of life. The companies, both large and small, that ultimately succeed are those propelled by a can-do spirit and a relentless drive for solutions.

Companies and researchers outline frameworks for speaking out on societal issues

How Business Can Reduce Polarization and Build Common Purpose

When Indra Nooyi assumed the role of CEO at PepsiCo in 2006, she says the company was in strong fiscal shape.

In this piece from FiveThirtyEight, authors Geoffrey Skelley and Holly Fuong, in collaboration with Ipsos, provide a lot of deep data on the state of political polarization in America — much of which was borne out in the midterm elections.

This provocative piece by Amanda Ripley in the Washington Post takes a look at how we can reduce conflict in civil society by adapting some proven de-escalation techniques used in conflict zones.

In partnership with the Aspen Institute, Allstate is a major sponsor of the Better Arguments Project, a program that teaches how to have healthier, more productive conversations with those who hold differing views.

Chevron wrote a new community development playbook in one of the world’s most troubled regions. The new model, which encourages and rewards compromise, is off to a promising start.

Courageous Conversations, a guided discussion series sponsored by General Mills, is showing that people can discuss the difficult issues with open minds and respect for all.

Southwest, long known for its heart, is promoting civility and kindness as values that work for its employees—and for everyone else.