Where Boundaries and Difference Meet

**Summary**

This blog explores how freedom of expression and respect for difference can reinforce one another within organizations and society. What does it ask of leaders to reverse polarization and create space for an honest yet constructive conversation?

At universities, a growing debate is unfolding about the boundaries of freedom of expression. What was once a foundation of academic freedom increasingly seems to have become a playground for polarizing conflicts. The paradox is striking: while calls for open debate and freedom grow louder than ever, the space for truly constructive exchange of ideas appears to be shrinking.

We see how freedom of expression is sometimes used as a weapon rather than as an invitation to dialogue. The debate then becomes not a search for truth or understanding, but a battleground where positions harden. What does leadership mean in such a context? And how do we find the balance between making space for difference and safeguarding respectful interaction?

The Systemic Field of Tension

From a systemic perspective, more is at play than a clash of opinions. Universities, companies, and social institutions are themselves mini-societies, embedded in broader societal dynamics. When society polarizes, this immediately resonates within these organizations.

Many institutions have embraced diversity as a value—and rightly so. But diversity without dialogue can unintentionally reinforce polarization. If there is no container in which people truly listen to one another, groups retreat into their own convictions. Parallel realities then emerge within the same community.

The uncomfortable consequence is that the very structures intended to celebrate difference can also become spaces where encounter is avoided. The system then unintentionally feeds the dividing lines.

The Psychodynamics of Threat and Identity

Psychodynamically, another layer is at play: when people feel that their identity or right to exist is being questioned, deep, often unconscious defense mechanisms are activated.

These responses—fight, flight, or freeze—are visible in heated debates. At that point, it is no longer only about arguments, but about existential security. The other person’s opinion can feel like an attack on who you are. Within this layered emotional reality, it becomes nearly impossible to remain open to the other’s perspective.

For leaders, this means that intervening in conflict requires not only rational judgment, but also emotional sensitivity. It requires the capacity to hold tension without immediately trying to resolve or eliminate it.

A Historical Perspective

The tension between freedom of expression and safeguarding respectful interaction is not new. In every period of social change, this debate resurfaces. From the student protests of the 1960s to today’s discussions about online hate speech, it becomes clear time and again that freedom is never absolute, but always exists in relation to responsibility.

The current digital context, however, amplifies the intensity and speed of these conflicts. Social media magnify extreme positions, filter bubbles narrow our perspective, and the pressure to respond quickly displaces space for reflection. This makes it all the more urgent for organizations to consciously create room for slow, in-depth dialogue.

A Mini-Case: A University in the Storm

Imagine a university where two student organizations stand in direct opposition. One group invites a controversial speaker; the other demands that the event be canceled because the speaker’s views are considered discriminatory. Petitions, protests, and media attention follow one another rapidly.

As a rector, you can attempt to dampen the conflict with rules—but the risk is that you then address only the visible symptom. Another path is to engage the conversation instead. Not about who is “right,” but about what the university wants to be as a place of encounter. Which values do we want to uphold here? How do we ensure that everyone feels safe enough to disagree?

By centering these questions, the focus shifts from winning the debate to strengthening the community.

Leadership as Holding Space

In times of polarization, leadership is less about “cutting the knot” and more about “holding the space.” This means:

Creating a safe context in which people dare to share their stories.

Setting boundaries around behavior that harms others, without suppressing difference in perspective itself.

Slowing things down, so that emotions and positions do not immediately collide, but are first acknowledged.

This takes courage: it is easier to smooth over conflict or to force a decision. But sustainable change only emerges when something shifts in how people see one another.

Practical Guidelines for Leaders

1. **Acknowledge the emotional layer**

Name not only what is being said, but also what is being felt. This reduces tension.

2. **Articulate shared values**

Make visible what binds you together, even when opinions diverge.

3. **Create space for slow dialogue**

Use conversation formats that slow things down, so people do not immediately fall into defensive reflexes.

4. **Be clear about boundaries**

Freedom of expression does not mean that everything can be said without consequences. Protect human dignity.

5. **Model the behavior yourself**

How you listen, respond, and tolerate difference as a leader sets the tone for the culture.

What Are You Sustaining?

As a leader, it is useful to regularly ask yourself: what am I sustaining—precisely with the best intentions—that hinders real conversation? Sometimes it is a too-quick desire for harmony; sometimes a preference for certain voices over others.

Freedom and difference do not flourish on their own. They require active care, courageous presence, and the ability to tolerate tension. Only then can conversation once again become a place where people truly meet—precisely across boundaries.

*Rene de Baaij*