Trump, political divisiveness, and impacts on workplace safety

^{Photo: Michael Vadon, CC BY-SA 4.0, via Wikimedia Commons}

As the world prepares for a second Donald Trump presidency in America, the ripple effects are being felt far beyond political circles. The divisive atmosphere, amplified by a polarized media landscape and the clash of social realities, is seeping into workplaces everywhere—including here in Canada, as this country braces for a federal election in 2025. The political tension and its impact on workplace dynamics raise critical questions for health and safety leaders about how to manage conflict and maintain a safe working environment.

Kirsten Moorefield, chief strategy officer and cofounder of Cloverleaf, a workplace coaching platform, is acutely aware of the stakes. “At the beginning of this year, we got PR requests from folks asking for the right policy to handle politics in the workplace,” she says. “But unfortunately, no policy alone can fully solve this problem because people are going to do what they’re going to do—especially outside the eye of authority, like in small breakout rooms or by the water cooler.”

Moorefield highlights a key dilemma: the challenge isn’t just policy enforcement but the underlying culture that dictates workplace interactions. She explains how in the United States, polarized news sources create two starkly different realities. “You can either believe that immigrants were being bused in and their naturalization was fast-tracked to vote Democrat,” she notes, “or you could believe something completely different, like women losing access to health services because of diminishing abortion rights. These are two totally different realities.”

This cultural divide translates into a workplace where differing views often clash and, if left unchecked, can undermine the psychological and even physical safety of employees. Moorefield stresses that this divisiveness can make it hard for workers to feel heard or respected, impacting their ability to contribute to a safe and cohesive work environment. “If that lack of listening and understanding is happening in the workplace,” she warns, “it becomes a safety issue. How do you promote a culture where people can speak up, where differences are heard, and where true problems can be resolved?”

Curiosity and emotional intelligence as tools

To mitigate these tensions, Moorefield emphasizes the solution lies in fostering emotional intelligence and curiosity. “It starts in every individual being able to curiously hold a different perspective,” she explains. “That could mean marketing listening to sales, or customer support understanding what R&D is working on. How is the company equipping people to grow in emotional intelligence, and how are leaders modeling behaviors that show it’s okay to work through differences and admit mistakes?”

The key, according to Moorefield, is setting a tone from the top that normalizes diverse perspectives and creates psychological safety. “Our head of people at Cloverleaf sent out a note before the election that acknowledged the feelings everyone would have—whether excitement or fear,” she shares. “We made it clear that within our company, people have different beliefs, and that’s okay.”

Acknowledging these differences isn’t about encouraging or suppressing political discussions but rather about creating a workplace environment where respect and understanding take precedence. Moorefield believes that leaders should be transparent and intentional, making it clear that diversity of thought exists and must be respected, even in highly charged times. “It’s important to set the tone and say, ‘This is the reality we live in, and we accept that there will be differences.’”

Preparing for upcoming tensions

With Canada’s own election cycle on the horizon, Moorefield advises health and safety leaders to act now. “This is a critical time to lay the groundwork,” she says. For leaders who often find themselves having to influence without direct authority—such as those in health and safety roles—she recommends leveraging storytelling. “Tell stories of when speaking up about hard truths helped. Even if it slowed down goals or quotas, show how divergent perspectives brought value.”

These stories can build trust and normalize open communication, making it safer for employees to share concerns or different views. “Use your normal touchpoints like weekly huddles or monthly team meetings to emphasize that sharing hard truths is good and that it strengthens the organization,” Moorefield advises.

While politics may seem far removed from issues like safety in mining, construction, or manufacturing, the psychosocial impact of a divided society is real and needs to be addressed. As Moorefield puts it, “trust doesn’t get built overnight, and if you wait until election season to start, it’s too late. Lay the foundation now, so when the hard conversations inevitably come, there’s a culture of listening, respect, and psychological safety.”

Navigating political division in the workplace is no small task. Yet, as Moorefield stresses, the effort to create spaces where employees feel safe to express their views—or choose not to—matters deeply. “It’s actually really hard to be curious about someone whose vote you think endangers your children’s future,” she says, acknowledging the raw emotional weight of these divides. “But if you can be curious, you realize we’re all human, doing the best we can with the information we have.”