Breaking Down Walls: Reframing Affinity
In recent years, organizations and communities have been making headlines—not always for the best reasons. On the political front, divisive rhetoric and policies have fostered a climate of exclusion, often justifying actions that deepen societal divides. The creation of barriers—both literal and figurative—has further marginalized already vulnerable populations, including immigrants and people of color, leading to widespread harm. Families have been separated, children have suffered irrevocable trauma, and systemic inequities persist.
Amid these challenges, like-mindedness and narrow affinity groups continue to reinforce exclusion. Yet, this is an opportunity for all institutions to reflect on their roles in perpetuating inequity and to adopt a more inclusive approach. After all, systems of power have historically built frameworks that prioritize comfort and similarity, often at the expense of diversity and justice.
For decades, strategies for community development have emphasized shared characteristics—what might be called “affinity” between leaders and their constituencies. These strategies trace their roots to sociological theories of the mid-20th century, which emphasized homogeneity as a tool for building connections. In practice, this often meant fostering environments where people with similar backgrounds—whether in race, culture, or socio-economic status—felt “at home” together. While this approach may have appeared effective in certain contexts, it also reinforced segregation and exclusivity, creating spaces that reflected dominant cultures while marginalizing others.
The origins of such strategies, including those developed during the Church Growth Movement of the 1960s, highlight the pitfalls of prioritizing sameness over inclusion. These approaches leaned on the assumption that humans naturally gravitate toward those who are most like them and that leveraging such tendencies could be beneficial. In doing so, however, they ignored the broader imperative to dismantle the barriers that divide communities. Instead of challenging societal prejudices, they often reinforced them, fostering environments where comfort for some came at the exclusion of others.
Today, we see the limitations of these models. A focus on shared affinity alone is insufficient for fostering vibrant, inclusive communities. It is time to shift the lens toward intercultural competence—a framework that equips individuals and organizations to understand, respect, and effectively navigate cultural differences. Intercultural competence prioritizes awareness, sensitivity, and equity over convenience, offering a pathway to build more inclusive and resilient communities.
The Role of Intercultural Competence
Intercultural competence involves recognizing one’s own cultural assumptions, values, and biases while learning to appreciate and engage with perspectives different from one’s own. It requires moving beyond tokenism or surface-level diversity efforts and investing in meaningful relationships that challenge preconceived notions. This work is especially vital in spaces where dominant cultures hold systemic power, creating inequities that marginalize others.
For instance, cultivating safe spaces for people of marginalized identities is essential. In environments where individuals from underrepresented communities must navigate dominant cultural norms, creating affinity-based spaces can provide opportunities for healing, empowerment, and solidarity. However, such spaces should exist alongside broader efforts to dismantle systemic inequities and build bridges across cultural divides.
Intercultural competence also calls for leaders to examine their own privilege and biases, using their influence to advocate for change. By modeling humility, vulnerability, and openness, leaders can inspire their communities to embrace discomfort and engage in authentic, cross-cultural dialogue. This is not an easy task, but it is a necessary one. Building truly inclusive spaces requires challenging long-held assumptions and fostering a culture of mutual respect and understanding.
Moving Toward an Inclusive Future
The historical emphasis on affinity as a primary tool for development has often prioritized comfort over justice. While it is natural for individuals to feel drawn to those who share similar experiences, such tendencies must be balanced with a commitment to inclusion. Intercultural competence provides a framework for navigating this balance, helping individuals and organizations break down barriers and build connections across differences.
This shift requires an “inside-out” approach. It begins with individual reflection and self-awareness, extending outward to impact organizational culture and community engagement. As this process unfolds, it becomes possible to create spaces where diversity is not just present but celebrated, where the value of each individual is recognized, and where equitable opportunities for growth and belonging are prioritized.
Breaking down walls—both literal and figurative—is a collective responsibility. It requires a willingness to engage in difficult conversations, to challenge systems of power and privilege, and to embrace the discomfort that comes with meaningful change. By adopting a lens of intercultural competence, we can begin to dismantle exclusionary practices and build communities that reflect the richness and diversity of the world around us.
The work of breaking down walls is not easy, but it is necessary. The lives and well-being of our neighbors depend on it.