✅ Why organisations must rethink taking sides on social and political issues

Corporate communications, public relations, media and management insight

Polarisation is one of the top three corporate communications challenges for 2025. Organisations face pressure from stakeholders to take positions on social and political issues. New research suggests a better approach: creating spaces for dialogue.

Organisations increasingly find themselves at the centre of polarising social and political issues and are called on to take a stand. It is unavoidable for international companies and organisations, such as universities, that value free speech as a means of knowledge creation.

Societal issues ranging from immigration to gun control and geopolitical issues such as the Russian-Ukraine war and the Israel-Palestine conflict land on the desk of the corporate communications or public relations team. The European Communication Monitor (ECM) recorded polarisation as one of the top three issues for 2025.

A paradox lies at the heart of this issue: increased polarisation creates high levels of stakeholder engagement. It presents an opportunity for organisations to demonstrate their purpose publicly, but the reputational impact can be significant if they get it wrong.

A new study published in The Journal of Communication Management proposes an alternative approach to direct engagement. Instead of taking a stand, the research teams suggest that organisations facilitate meaningful stakeholder dialogue, notably among internal stakeholders. It’s a bold and assertive argument.

Political corporate social responsibility in practice

This emergent management communications strategy, called political corporate social responsibility (CSR), is based on organisational listening. It is rooted in welcoming and respecting various perspectives. Experts from different sides of the debate can be invited into the conversation to inform and enhance understanding. The organisation's role becomes a convener and facilitator rather than an advocate.

The research team reports that this approach significantly reduces stakeholder polarisation. The temperature of discourse is reduced when people feel heard and are given space to engage in genuine dialogue rather than debate.

This doesn't mean avoiding difficult conversations or remaining neutral. Instead, it means creating structured, thoughtful ways to make these challenging conversations to be productive.