The
Walt Disney Corporation famously bills its amusement parks as “the
happiest place on Earth,” but inside the company’s headquarters in
Burbank, California, a conflict is brewing. In the past year, Disney
executives have elevated the ideology of critical race theory into a new
corporate dogma, bombarded employees with trainings on “systemic
racism,” “white privilege,” “white fragility,” and “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. Multiple Disney employees, who requested
anonymity out of fear of reprisals, told me that the Reimagine Tomorrow
program, though perhaps noble in intent, 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, 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 the “21-Day Racial Equity and Social Justice Challenge” in
partnership with the YWCA and included the program in its 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.”
The program interprets beliefs such as “I am a good person, I can’t be
racist” and “I was taught to treat everyone the same” 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 suggests that white employees should
“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. A graphic
claims that babies show the first signs of racism at three months old,
and that white children become “strongly biased in favor whiteness” by
age four.
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 open to 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, a racial minority, who also claimed 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.”
Multiple Disney employees told me the political environment at the
company has intensified in recent months. There are “almost daily memos,
suggested readings, panels, and seminars that [are] all centered around
antiracism,” said one employee. The company is “completely
ideologically one-sided” and actively discourages conservative and
Christian employees from expressing their views. “I attended several
[training sessions] at the beginning just to see what the temperature of
the discussion would be and to gauge if I would be able to bring up my
own objections in a safe way—safe meaning for my career. And I’ve
continually gotten the unspoken answer: ‘no,’” said the employee. “It’s
been very stifling to feel like everyone keeps talking about having open
dialogue and compassionate conversations, but when it comes down to it,
I know if I said one thing that was truthful, based on data, or even
just based on my own personal experience, it would actually be rather
unwelcomed.”
Despite these internal warnings, there is no sign that Disney is
slowing down its efforts to achieve ideological purity. The company
recently fired actress Gina Carano for expressing a conservative
viewpoint. Content managers have modified and added “content advisories”
to films such as Dumbo, Aladdin, and Fantasia, which,
according to an internal video I have obtained, executives have
denounced as “racist content.” In the same video, executive chairman Bob
Iger pledged that the company “should be taking a stand” on political
controversies and will no longer “shy away from politics” in the future.
Disney’s premise has always been to provide an escape for middle
Americans, but its executives seem to harbor growing contempt for the
very people who visit their amusement parks, watch their films, and buy
their merchandise. Once known as the “Happiest Place on Earth,” Disney
has now committed to becoming the “wokest place on Earth”—whatever the
cost.
Christopher F. Rufo is a senior fellow at the Manhattan Institute and a contributing editor of City Journal.
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