Talking about big issues in the age of culture wars

It feels like it’s been a year of organisations inadvertently finding themselves in hot water for statements or actions that have led to furious backlash. But unlike in the past when those organisations would be worried that what they have said has offended someone, what we’re now seeing on the rise is organisations trying their hardest to say the ‘right’ thing - and finding that from Twitter to the Houses of Parliament there are people willing to coruscate them for it. The reason? Culture wars. 

Culture wars are the outcome of two different groups holding diametrically opposing views - one group may believe X while the other is convinced that it’s Y. Obviously throughout history people have held differing views - but what turns a simple difference of opinion into a full-blown culture war is that the issues are so fundamental to a person’s worldview that they cannot conceive of how the opposite view is held. And this is where - a cynic might say - politicians and the media can (make the most of) the power of division to whip up support in the face of a common enemy. In many ways, it’s the oldest trick in the book. 

You could say it’s all down to Trump - and certainly he is an expert at spinning ‘alternative facts’ and marginalised viewpoints into vote-winning campaigns. And you’d be right in thinking that the idea of using culture wars for political gain started in the US - but research from Kings College London suggests they’ve been on the rise over here since 2021, too. 

And this means that conversations about equality, diversity, ethics and even history are now fraught with danger for communicators. 

From angry headlines about seemingly straightforward decisions made by ‘national treasures’ such as the BBC Proms or National Trust to the PR disaster Coutts experienced when trying to rid themselves of Nigel Farage as a customer, the appetite for culture wars means taking a stance can be a risky move - but there are ways PRs can help their organisations navigate this tricky landscape. 

This first rule is that if you say it, you have to mean it. Nothing gets people’s backs up faster than organisations whose stances on issues such as fair pay or gay rights seem performative rather than authentic. There’s no point celebrating International Women’s Day if your gender pay gap is eye watering. And be sure that if this is the case, when the culture warriors come for you, the people you thought you were courting favour with won’t have your back. 

Secondly - you need to own your values. If you’re going to refuse to serve a customer because their opinions jar so violently with what you stand for then you must be willing to say that. Don’t prevaricate, pretend, flip-flop or try to distract from the issue. If you’re going to do it, own it. 

Finally, it’s important to understand the risks and be prepared for them. If you take a stand on an issue considered ‘contentious’ it’s likely someone is going to ask you further questions about it - because they want to make sure you mean it, they disagree or because they’re just interested. And as I’ve already said, there are a host of people who know that by whipping up a storm they can boost their own popularity for gain – however temporary that might turn out to be. 

There’s a reason Trump is returning to the playbook he used in the run-up to the 2016 election, and why rivals for the Republican nomination are choosing to mimic him. So because you know this is going to happen, prepare for it. Will you reply to questions on social media? What statement will you give to the media if-asked? Are all your key spokespeople properly briefed so they can sing from the same song sheet? 

Responding to issues can help create positive change in the world and create stronger ties with your audiences. Staff from marginalised communities can feel safer and audience that you understand what matters to them. The benefits are huge - understanding the culture wars environment means you can do this with confidence and celebrate your beliefs and values. 

Kat Harrison-Dibbits is head of communications at Teenage Cancer Trust.