The Wokest Place on Earth
Disney mounts an internal campaign against “white privilege” and organizes racially- segregated “affinity groups.”
Investigative journalist, Christopher F. Rufo, has come out with an amazingly eye-opening article about leaked documents from Disney’s corporate office, forcing its employees to undergo Critical Race Theory training with added encouragement upon its white employees.
From “The Wokest Place on Earth” (Resource Documents):
The Walt Disney Corporation famously bills its amusement parks as “the happiest place on Earth,” but inside the company’s headquarters, a conflict is brewing. In the past year, Disney executives have elevated the ideology of critical race theory into a new corporate dogma—and bombarded employees with trainings on “systemic racism,” “white privilege,” “white fragility,” “white saviors,” and launched racially-segregated “affinity groups” at the company’s headquarters.
I have obtained a trove of whistleblower documents related to Disney’s “diversity and inclusion” program, called “Reimagine Tomorrow,” which paints a disturbing picture of the company’s embrace of racial politics. Although the intention of the program might be noble, multiple Disney employees, who requested anonymity out of fear of reprisals, told me that the Reimagine Tomorrow program has become deeply politicized and engulfed parts of the company in racial conflict.
The core of Disney’s racial program is a series of training modules on “antiracism.” In one module, called “Allyship for Race Consciousness,” the company tells employees that they must “take ownership of educating [themselves] about structural anti-Black racism” and that they should “not rely on [their] Black colleagues to educate [them],” because it is “emotionally taxing.” The United States, the document claims, has a “long history of systemic racism and transphobia” and white employees, in particular, must “work through feelings of guilt, shame, and defensiveness to understand what is beneath them and what needs to be healed.” Disney recommends that employees atone by “challeng[ing] colorblind ideologies and rhetoric” such as “All Lives Matter” and “I don’t see color”; they must “listen with empathy [to] Black colleagues” and must “not question or debate Black colleagues’ lived experience.”
In another module, called “What Can I Do About Racism?,” Disney tells employees that they should reject “equality,” with a focus on “equal treatment and access to opportunities,” and instead strive for “equity,” with a focus on “the equality of outcome.” The training also includes a series of lessons on “implicit biases,” “microaggressions,” and “becoming an antiracist.” The company tells employees that they must “reflect” on America’s “racist infrastructure” and “think carefully about whether or not your wealth, income, treatment by the criminal justice system, employment, access to housing, health care, political power, and education might be different if you were of a different race.”
In order to put these ideas into action, Disney sponsored the creation of a program called the “21-Day Racial Equity and Social Justice Challenge” in partnership with the YWCA and included the program in the company’s recommended resources for employees. The challenge begins with information on “systemic racism” and asks participants to accept that they have “all been raised in a society that elevates white culture over others.” Participants then learn about their “white privilege” and are asked to fill out a white privilege “checklist,” with options including: “I am white,” I am heterosexual,” “I am a man,” “I still identity as the gender I was born in,” “I have never been raped,” “I don’t rely on public transportation,” and “I have never been called a terrorist.”
Next, participants learn about “white fragility” and are asked to complete an exercise called “How to Tell If You Have White Fragility,” with beliefs such as “I am a good person, I can’t be racist” and “I was taught to treat everyone the same” interpreted as evidence of the participant’s internalized racism and white fragility. Finally, at the conclusion of the 21-day challenge, participants are told that they must learn how to “pivot” from “white dominant culture” to “something different.” The document claims that “competition,” power hoarding,” “comfort with predominantly white leadership,” “individualism,” “timeliness,” and “comprehensiveness” are “white dominant” values that “perpetuate white supremacy culture”—and must be rejected.
In the same collection of resources, Disney also recommends that employees read a series of how-to guides including “75 Things White People Can Do for Racial Justice” and “Your Kids Are Not Too Young to Talk About Race.” The first article recommends that white employees “defund the police,” “participate in reparations,” “decolonize your bookshelf,” “don’t gentrify neighborhoods,” “find and join a local ‘white space,’” and “donate to anti-white supremacy work such as your local Black Lives Matter Chapter.” The second article encourages parents to commit to “raising race-consciousness in children” and argues that “even babies discriminate” against members of other races. The resource includes a graphic that claims that babies show the first signs of racism at 3 months old and white children become “strongly biased in favor whiteness” by age 4.
Finally, as part of an initiative labeled “CEO sponsored priorities,” Disney has launched racially-segregated “affinity groups” for minority employees, with the goal of achieving “culturally-authentic insights.” In the original launch, the Latino affinity group was called “Hola,” the Asian affinity group was called “Compass,” and the black affinity group was called “Wakanda.” The racial affinity groups, also called Business Employee Resource Groups (BERGs), are technically opt-in for all employees, but in practice, have become almost entirely segregated by race, with the occasional exception for white “executive champions” who attend on behalf of corporate leadership. “The thing that this company does very well is they know politics, so they leave many things unspoken,” said one employee, who is a racial minority and said that the affinity groups are intended to be racially-segregated spaces. “I don’t think anyone has necessarily even tried to attend something that they would discover that they’re not welcome at.”
This new anti-white racism is becoming systematic in our schools and major corporations, and the list of companies producing this same kind of racist literature for their employees is getting long.
Here is just a short list of the growing number of corporations and universities producing this new racist literature:
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