At base, Churn is a practical book. It focuses less on the nature or politics of identity and more on what it takes to build trust between people of different identities— even oppositional identities— in the real-life settings of our lives. It spotlights a dimension of human relations— trust-building— that may be even more powerful than we thought.

5. Trust in the Face of Power

As I worked on the ideas in Churn, I felt certain things were becoming clear: that trust was indeed a critical ingredient of successful diversity in many of the everyday settings and relationships of our lives; that wiseness— seeing full humanity in human difference— was a mindset for winning trust between people of otherwise wary identities; that giving people the opportunity to tell you about their values, their needs, and their own agendas amounted to wiseness and was a usable strategy; that when giving feedback across identity divides, it was especially important to convey faith in the other party’s potential; and that follow-through, giving real help in achieving these things, was just as essential.

It wasn’t that I believed these things, even if implemented all together, would always and definitely eliminate diversity tension. Rather, my growing conviction was that they could reduce these tensions— provide traction against them— in our relationships and everyday settings and thus expand the approaches we had to address this central American challenge.

Was wiseness a strategy for everyone? Would people with less enfranchised identities, those occupying lesser roles in the Wilkerson play, be comfortable using it?

For these people— women, minorities, gays, white men in diversity workshops, low-income earners— hearing that they should offer “trust” in diverse settings could trigger more “remembering” than “forgetting.” And there waiting for them is a compelling argument: “How can I trust people from groups that have done bad things to my group, people who benefit from advantages won by those bad things, people who often justify those advantages with dehumanizing stereotypes of my group, people who often see my group’s progress not as a good thing, or as justice-restoring, but as a zero-sum loss? Wouldn’t being ‘wise’ just make me more vulnerable to them— women to men, Blacks to whites, gays to straights?” And their churn wouldn’t stop there. It would also ask: “Why does responsibility for building trust in these settings fall to me? Shouldn’t it be first the responsibility of the more empowered?

9. Going Forward

In its place, Churn proposes a strategy of trust building— predicated on the assumption that we trust those, independent of their identity, who help us function well in a setting.

Welcoming. When we enter a setting that is important to us— a university, a recreational area, a diversity workshop, a workplace— a churn-causing question hangs in the air: How will my identity— who I am— affect my experience here? To build trust in diverse settings, it’s important to give people a welcoming experience that addresses that question.