You are not an activist: Equity Architecture

Equity work is complex and multifaceted, spanning various fields and approaches. Often, we lump together the research of scholars, the work of activists, the efforts of organizations striving for systemic change, and our own individual morals and values—all under the broad umbrella of “equity.” But to truly understand the landscape of equity work, we can think of it as a thoughtfully designed system, which we call Equity Architecture. This framework comprises three interconnected pillars: equity as academic study, equity in activism, and equity as professionalized work and change management. These pillars support and inform each other, but each serves a distinct purpose.

Equity as Academic Study

The first pillar of Equity Architecture is academic study. This area is rooted in research, data, and theoretical frameworks developed in universities and scholarly institutions. Academics have given us the language to discuss complex topics like systemic oppression, intersectionality, and power dynamics. They’ve conducted essential studies that help us understand the impact of policies and societal structures on marginalized groups. This research provides evidence that guides equity work, lending credibility and rigor to our efforts.

Scholars like Barbara Rose have explored how academic research can influence social justice initiatives, describing the benefits and barriers of academic activism. Rose highlights that while research provides a robust foundation, it often remains inaccessible to the general public and disconnected from practical applications. Despite these limitations, academic knowledge serves as the blueprint for the entire Equity Architecture, shaping the design and direction of other forms of equity work.

Equity in Activism

The second pillar is activism, the dynamic and passionate force that brings energy and urgency to equity work. Activism is community-driven, often manifesting as mutual aid, community events, protests, advocacy, and grassroots organizing. Activists shine a light on injustices, convene community, hold institutions accountable, and push for immediate change. Their work sets the tone for public conversations around equity, making complex academic theories tangible and actionable.

This relationship between activism and academic study is evident in works like Adrianna Kezar’s exploration of leadership for equity in higher education. Kezar emphasizes that activism often inspires institutions to adopt more inclusive practices, even if activism itself is not designed for sustained organizational change. In Equity Architecture, activism acts as the movement and flow of the structure, much like how open spaces in a building invite interaction and engagement.

However, a significant challenge arises when individuals who are more activist-oriented attempt to position themselves within the professionalized work and change management space. Activism is, by nature, about pushing boundaries, disrupting norms, and demanding systemic change. When this energy is brought into organizational settings without adaptation, it can lead to work and recommendations that are not feasible within the constraints of those organizations. For example, activist-driven strategies may call for immediate and sweeping changes that organizations simply cannot implement due to resource limitations, governance structures, or risk management considerations.

This disconnect can result in frustration on both sides: DEI practitioners may feel disappointed that their activist-inspired solutions aren't embraced, while organizations may feel overwhelmed or defensive, unable to keep up with the demands. To be effective in the professionalized equity space, recommendations must be strategic, realistic, and aligned with organizational capacity, while still being ambitious enough to drive meaningful change. Recognizing this balance is critical for sustaining progress and avoiding burnout or disillusionment among practitioners.

Equity as Professionalized Work

The third pillar of Equity Architecture is professionalized work —the structural framework that ensures equity work is sustainable, measurable, and effective within organizations. At QuakeLab, we specialize in this area. Our work is not activism. We don’t seek to judge or police people’s morals. Instead, we focus on systematic, results-oriented change that fits within organizational dynamics.

Equity as change management shifts the focus away from personal blame and moral judgments. Instead, it emphasizes analyzing and restructuring systems, policies, and practices to make them more equitable. By treating equity work as a technical skill, we ensure that our efforts are strategic and impactful. This approach is critical, as highlighted in the article “Equity for Excellence in Academic Institutions,” which argues that even academic settings must move beyond moral imperatives to create actionable strategies for equity.

When DEI practitioners in the professionalized change management space conflate their work with activism, it can have significant negative consequences. For the practitioners themselves, this conflation often leads to feelings of disappointment and frustration. They may experience moral injury when they realize that they cannot change everything within the constraints of their role. The inability to bring their full activist selves to the workplace can be disheartening and lead to burnout, especially when systemic change is slow and incremental.

Moreover, conflating professionalized equity work with activism can be damaging for clients and the people practitioners serve. It can set unrealistic expectations about the pace and scope of change, leading to a sense of failure when immediate, sweeping transformations aren’t possible. Organizations may expect rapid, revolutionary shifts that aren’t feasible within the structures of corporate or institutional settings, which undermines the effectiveness and sustainability of equity work.

By clearly distinguishing between activism and professionalized equity work, DEI practitioners can set realistic goals, manage expectations, identify and use the tools and resources actually at their disposal, and focus on the practical, systemic changes that are possible within organizational constraints.

Enter, Equity as a Technical Skill

At QuakeLab, we’ve developed the concept of Equity as a Technical Skill. This means treating equity work with the same rigor and precision as any other technical discipline. Just as an engineer designs a bridge with safety and sustainability in mind, we approach equity work with evidence-based methodologies, measurable outcomes, and a deep understanding of systemic dynamics. This approach demystifies equity work and makes it practical, accessible, and actionable for organizations.

Equity as a Technical Skill allows us to focus on designing better systems rather than policing individual morality. It transforms equity work into a structured, effective practice that drives real change. Moreover, it empowers professionals across disciplines to leverage their expertise to build more equitable services and products - without needing to be activists, academics or DEI experts. We believe that when organizations treat equity as a technical discipline, they’re better equipped to achieve lasting impact and inclusivity.

This approach transforms equity work from a vague or abstract ideal into a structured, results-oriented practice. For businesses and organizations, the benefits are significant:

• Enhanced Decision-Making: By embedding equity as a technical skill into organizational practices, companies can make decisions that account for diverse perspectives and experiences. This leads to more well-rounded and effective strategies, minimizing risks and avoiding costly oversights that stem from a lack of inclusivity.

• Improved Employee Engagement and Retention: Employees are more likely to be engaged and committed when they feel valued, heard, and included. A strategic equity approach fosters a workplace environment where all team members can thrive, reducing turnover rates and saving the organization the substantial costs associated with recruiting and training new talent.

• Operational Efficiency: Equity work as a technical skill involves streamlining and optimizing systems to be equitable and inclusive. This can eliminate inefficiencies and bottlenecks caused by inequitable practices, allowing for smoother operations and a more productive workforce.

• Professional Development and Industry Leadership: Incorporating equity as a technical skill into professional development programs equips your workforce with the skills needed to be competitive, innovative, and ahead of industry trends. Organizations that invest in equitable processes and outcomes are positioning their teams to lead in their fields, making them more attractive to top talent and preparing them to tackle emerging challenges.

• Future-Proof Processes and Outcomes: Organizations that integrate equity into their core operations are better equipped to adapt to changing markets and societal expectations. By future-proofing your processes and ensuring your outcomes are inclusive and sustainable, you gain a strategic edge over competitors who may be slower to adapt.

• Strengthened Reputation and Trust: Organizations that take a structured, impactful approach to equity are more likely to earn the trust and loyalty of customers, partners, and stakeholders. In today’s interconnected and values-driven market, trust is a critical business asset that can lead to sustained success and growth.

Equity as a Technical Skill allows us to focus on designing better systems rather than policing individual morality. It demystifies equity work, making it practical, accessible, and actionable. By investing in this approach, organizations not only contribute to social good but also gain a competitive advantage, positioning themselves as leaders in their industry with a workforce that is prepared for the future.

Equity Architecture

Why call this system Equity Architecture? Just as in architectural design, each pillar of equity work has a specific role that contributes to the stability and effectiveness of the whole structure. Academic study serves as the blueprint, providing essential theories and evidence. Activism generates energy and urgency, drawing attention to the need for change. Professionalized change management serves as the structural framework, ensuring that equity work is sustainable and practical within the constraints and parameters of organizations.

Equity Architecture emphasizes that these elements aren’t isolated but are intentionally designed to complement and support one another. It’s a reminder that equity work requires careful planning, adaptability, and technical skill—just like any well-built structure.

While these three pillars are distinct, they are deeply interconnected. Professionalized equity work, for instance, benefits from the passion and urgency of activists and the theories developed by academics. However, it is important to understand the differences. Professionalized equity work must carve out its own space, one that is systematic and pragmatic. By viewing equity work through the lens of Equity Architecture, we can better appreciate these distinctions and leverage the strengths of each pillar.

Equity work is complex, but viewing it through the lens of Equity Architecture provides a clearer understanding of how its components interact and support one another. By appreciating the unique contributions and limitations of each pillar, we can leverage academic knowledge, activist passion, and professional expertise to create meaningful and sustainable change. And by treating equity as a technical skill, we can ensure that our work is strategic, impactful, and grounded in practical realities.

If your organization is ready to approach equity work as a technical skill, QuakeLab is here to help. Our team specializes in designing and implementing sustainable equity solutions tailored to your specific needs.