We are living through a time of deepening polarisation. Globally and locally, divisions in identity, belief, and trust are reshaping how we live and relate to one another.
In Australia, this is showing up as declining public trust, contested narratives, and a fraying sense of shared identity - making meaningful engagement both more difficult and more necessary.
As the Menzies Leadership Foundation notes “Australia is not immune to global trends of political polarisation,” with recent findings from the Edelman Trust Barometer showing that 45% of Australians feel the country is more divided today. Key drivers include distrust in government, a lack of shared national identity, and growing concerns about systemic unfairness.
This shift is reshaping how organisations engage. Whether planning infrastructure, updating policy, or addressing social issues, many teams are facing heightened division and uncertainty. Even well-intentioned engagement can become a pressure point when trust is low, and facts are up for debate.
Polarisation is cropping up across our engagement work—not only when we dive into hot-button topics, but whenever participants’ differing values jostle one another through, what may be seen as, ‘normal’ every day issues. If you're preparing to engage with community/stakeholders, it is something you need to expect and prepare for.
Is polarisation affecting your process?
Polarisation doesn’t always show up as shouting matches or public protests. Sometimes it’s more subtle - but can be just as disruptive:
Strong emotional responses that are read as entrenched or extreme views.
Loud voices dominating the conversation, sometimes through overt aggression or social media outrage.
Mistrust in institutions, experts, or even the engagement process itself.
Different “truths” being held by different groups.
Stakeholder fatigue, where people stop speaking up out of apathy or fear of being attacked.
Manipulation of process like dominating a survey or stacking community panels with people who are likely to share the same views - rather than including a balanced mix of voices.
These behaviours can create an environment where genuine dialogue and constructive decision-making feel out of reach.
What we’re hearing from our clients:
We’re scared to run a public meeting - staff are anxious and worried about safety.
We’re being overly cautious with recruitment to make sure no one gets upset.
Our leadership wants us to check every move, every word, before acting.
We’re afraid of being criticised online - even if the process is good.
There’s often a fear of losing control - caught between internal pressures and external scrutiny. It can feel like being stuck or walking on eggshells: unable to move forward without conflict, but unable to stand still.
DOS AND DON'TS OF POLARISATION
There is a way forward! While polarisation presents real risks, it also invites us to lead with greater intention, clarity, and care.
When organisations or facilitators acknowledge tension instead of avoiding it, they create space for people to feel genuinely heard - even across deep divides.
It begins with reframing the issue, preparing for emotional complexity, and designing processes that build trust and create a culture of comfortable candour.
Do:
Be open about your intent and your process, even if it feels risky. Transparency builds trust.
Name the tension early, acknowledging polarisation doesn’t create it, but hiding from it often makes it worse.
Slow things down. Allow time for people to hear from trusted sources, reflect, and respond.
Find the shared values underneath different positions - these are often the key to a breakthrough.
Prepare your team. A whole-of-organisation approach (briefing customer service, communications, etc.) makes what you do through engagement easier.
Don’t:
Try to ignore or minimise what’s happening.
Argue with people holding strong views - it often reinforces their position.
Let a vocal minority override quieter voices without questioning the broader sentiment.
Over-control the process out of fear. Trust, with structure, can go a long way.
Case Study: Navigating Polarisation in the Central Highlands
The Victorian Government’s exploration of future land uses for the Central Highlands forests faced deep polarisation between conservation advocates and those supporting hunting, 4WD access, and firewood collection.
MosaicLab and the Eminent Panel for Community Engagement designed a process that prioritised psychological safety, inclusion, and values-based framing, enabling over 19,000 people to participate in ways that felt comfortable.
Through open and non-judgmental discussions, they found common ground where it was possible, acknowledged differences in their values and priorities, and shared hopes for continued access despite significant disagreements.
Ultimately, the process surfaced rich insights that will guide more inclusive, grounded decisions for the forests’ future.
FACING POLARISATION? WE'RE HERE TO HELP
Polarisation is real- and it’s tough. But it doesn’t have to derail your project. With the right tools, framing, and support, meaningful engagement is still possible -even in contested and divided environments.
If you’re facing this challenge, we’re here to help. Our role goes beyond running effective engagement- we help you hold steady when things get difficult. We ask the hard questions, offer honest guidance, and support you through complexity with clarity and care.
That means preparing for moments of outrage, responding with calm and integrity, and designing processes that foster an environment where people feel heard and can show up with honesty. We also draw on proven facilitation techniques to shift conversations from fixed positions to shared values.
Sometimes, a steady, trusted ally is exactly what’s needed to move forward.
AFTER MORE READING AND RESOURCES?
How to have hard conversations with angry communities - working with a community that is angry, frightened or traumatised
Dilemma discussed: Hostile audiences Part 1 - 7 top tips to prepare for likely hostility
Dilemma discussed: Hostile audience Part 2 - 10 top tips for working with unexpected hostility in the moment
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