Competitive Academic Cultures Are Catalysts for Discrimination

For members of marginalized groups, experiences of any success they achieve could be tainted by racial resentment and accusations of unfairly benefiting from diversity initiatives. This harsh reality became evident to me, a queer daughter of Iranian-Kurdish parents, early in my academic journey.

My second year in my Ph.D. program, I noticed a troubling pattern: Friends I once had been close to suddenly distanced themselves. I initially dismissed it as stress from a new semester, but the situation gradually intensified. Invitations to off-campus department gatherings excluded me. People who had sat and chatted with me for hours appeared eager to end a greeting. A longtime project collaborator abruptly quit. I was left bewildered, sensing something was amiss and questioning myself but unable to get any answers from my former workplace ties—who all assured me I was just imagining things.

Was I? Perhaps. But the situation seemed to come to a head after I was awarded two prestigious national fellowships and our department chair announced several student accomplishments, including my own. A fellow student then revealed that discussions had been rampant among some of my peers about how I must have “leveraged my identity” to secure grants. They even accused me of academic dishonesty by exaggerating my background for “diversity points.”

And since then, I’ve learned that such experiences are painful but not uncommon.

My conversations with other students of color have revealed a pattern: Those who won competitive fellowships or awards often faced similar backlash. Faculty members of color were sympathetic and shared their own experiences. Friends of color in different industries assured me this was a shared struggle. Some were more explicit in stating that white supremacy and systemic racism permeate academic institutions, which is why the successes of people of color are seen as a threat to the status quo.

Rather than being comforted, I was disheartened to learn about the widespread prevalence of this vitriol. Research supports this: Perceived threats to the existing hierarchy, a possessive investment in whiteness and status quo, can lead to targeted harassment of underrepresented people in academia. As far back as 1958, sociologist Herbert Blumer suggested that racial prejudice arises when the dominant group feels their status and privileges are threatened. Competitive environments, like the workplace, can make prejudices worse because people fear losing their economic and social standing. That often leads to more discrimination and harassment, as dominant groups try to protect their positions by pushing others down. In fact, this kind of targeted bullying is common enough to be seen as a career strategy.

When dominant group members feel their status is under threat, it can lead to serious anguish. Research by Anne Case and Angus Deaton on “deaths of despair” among white Americans links economic distress and loss of social status to severe outcomes such as suicides and drug overdoses. Racial resentment also contributes to such outcomes, as white Americans sometimes vote and act against their own best interests—against public assistance programs, for example—to “maintain an imagined place atop a racial hierarchy.”

Simply put, that resentment and perceived loss of status among white Americans often negatively impacts other groups. For example, women of color often face compounded disadvantages due to both racial and gender discrimination. They are expected to be warm and nurturing, which can conflict with the qualities needed to succeed professionally, like confidence and assertiveness. Research shows that high-achieving women who don’t fit those expectations face workplace discrimination. That is why women, especially those of color, are overrepresented in lower-ranking positions and underrepresented in higher-ranking roles. The paradox is that they are expected to be good, but not too good.

Implementing Protective Measures

To address the discrimination often bred by academia’s competitive culture, especially against minoritized students, institutional leadership must be proactive. Solutions include prioritizing equity and inclusivity through unbiased hiring practices, bias training and workshops for graduate students, and more equitable fellowship allocations and job evaluations. For example, college and university leaders can use the following strategies to assist students and reduce discrimination.

• Create robust support networks. Mentorship programs should pair students of color with advocates who can provide guidance. Peer support groups offer safe spaces for sharing experiences and celebrating achievements to combat feelings of isolation. Additionally, mental health resources tailored to the needs of minoritized students can help them manage the distinct stressors they face and help them develop effective coping strategies.

• Enhance sensitivity training. Make diversity, equity and inclusion training mandatory for all faculty members, administrators and students. While research on such training is mixed, effective programs should go beyond just raising awareness about biases and focus on building genuine understanding and empathy. A key component is dealing with issues like racial resentment and the impact of seemingly minor actions—such as dismissing the concerns of students from underrepresented groups or questioning their experiences. Training programs should also include lessons on how to recognize and prevent such subtle harms. Additionally, integrating diverse perspectives into the curriculum can help create a more inclusive learning environment for everyone.
• Clarify affirmative action and DEI initiatives. It’s important to clear up misunderstandings about affirmative action and diversity, equity and inclusion programs. Many negative attitudes toward affirmative action stem from misconceptions, such as the belief that DEI leads to privileging unqualified people or unfairly advantages certain groups. These pervasive misconceptions can contribute to the challenges students of color face. By openly communicating the goals and successes of these policies, we can change perceptions and foster wider acceptance.

Safeguarding DEI initiatives is essential to educating white students and professionals about the different forms of harm they might unintentionally cause—from overt discrimination to more subtle actions that undermine inclusivity. Preserving these initiatives is key to creating an environment where everyone feels valued and included.

• Take a zero-tolerance approach to harassment. Institutions must also establish clear protocols for addressing discrimination and harassment. Proactive measures and swift, decisive action against such behaviors send a strong message that they will not be tolerated. Those measures include developing and making transparent clear, accessible channels for reporting such incidents and ensuring that all faculty, students, and staff are aware of how to use them.

In sum, competitive environments can amplify exclusion, discrimination and harassment, creating significant challenges for students of color. To safeguard their well-being, colleges and universities must implement comprehensive strategies—including policy changes, supportive networks, and increased awareness—that foster a more inclusive and beneficial atmosphere.

My experience left me feeling helpless and alone, but the approaches and resources that I’ve highlighted would have made a significant difference in my academic journey. Higher education institutions must prioritize creating environments where all students feel valued and supported, regardless of their background or achievements.