Perspective: If Americans Want Unity, Our Language Should Lead The Way

(MENAFN- PRovoke) Far too often, the story we tell about America is one of a nation hopelessly divided-locked into opposing camps with little interest in working together. That narrative dominates headlines, social media feeds, and, increasingly, the way large institutions talk about their work. But it’s a story that doesn’t reflect how most Americans actually see themselves-or how they want to engage with one another.

New national research from the Council of Foundations and Hattaway Communications tells a more hopeful story about American’s perception of their differences. In a survey of 1,000 Americans, nearly nine in ten said they support working across differences. Four in five believe charitable foundations should model collaboration. More than three-quarters remain optimistic about the country’s ability to move forward, even amid political polarization.

The gap between our perception of the divides we face and reality matters. Our research shows that for communicators in the charitable sector, it’s critical that we avoid language that can unintentionally deepen perceptions of division and speak to the hope that still exists in American’s minds and hearts.

To help aid in the quest to communicate effectively about our work, the Council on Foundations and Hattaway Communications developed a new Communications Toolkit for Working Across Differences which draws on our research to help foundations communicate about working across differences in ways that resonate without playing into polarizing narratives. The takeaways in this toolkit are clear: when institutions lead with division-even unintentionally-people tune out. But when they lead with shared purpose and tangible outcomes, they invite people in. **

Start With Shared Purpose, Not Difference**

Progress tends to start with what people share - a common purpose that builds trust and makes honest differences easier to navigate. Even welll-ntentioned language can unintentionally prompt people to focus on what separates them rather than what they share. Our research shows that when people hear repeated emphasis on“differences,” they often become more guarded, not more open.

More effective communication starts by defining people by shared roles and goals, not opposing identities. Talk about problem solvers. Community builders. Parents, workers, neighbors, and local leaders who want their communities to thrive. When we lead with common purpose and shared aspirations, we create the conditions for collaboration first-and make room for difference without letting it dominate the story.
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Emphasize Outcomes People Can See and Feel**

Foundations often frame working across differences as a way to strengthen democracy or reduce polarization. Those goals matter-but they aren’t what resonate most with everyday Americans.

What resonates is progress: safer neighborhoods, stronger local economies, better schools, healthier communities. The outcomes people can see and feel in their daily lives.

The toolkit encourages foundations to lead with results, not abstractions. Collaboration is not an ideology or a slogan-it’s a practical approach to solving real problems. When people understand what working together makes possible, support for this work follows naturally. **

Be Clear About the Role Foundations Can Play**

Americans don’t just support collaboration-they expect foundations to help lead it. Our research shows that people see foundations as trusted institutions with the ability to convene, listen, and create space for shared solutions.

That matters at a moment when some foundations may feel hesitant about stepping into this work. Connecting and collaborating across differences is not a departure from core mission. In many ways, it reflects what foundations have done for decades: bringing together different perspectives to address complex challenges that no single actor can solve alone.

For foundations new to this work, the first step is choosing an approach that fits their mission. For those already practicing it, the opportunity is to be more visible and more vocal-so others can see that collaboration works.
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Language Is Strategy**

The lesson from this research is simple: the language we use is part of the work we do. It shapes trust. It influences whether people feel invited or excluded. And it determines whether collaboration feels practical or naïve.

If foundations want to help communities move forward in a polarized moment, they must communicate in ways that reflect how people actually think, feel, and want to engage. That means shifting how we talk-from division to problem-solving, from ideology to outcomes, from difference to shared purpose.

Nicole Bronzan is the Council on Foundations’ VP of communications and content.

** Note: This article reflects the views of the author and is published as part of PRovoke Media’s opinion section. It does not necessarily represent the views of PRovoke Media or its editorial team. We welcome a range of perspectives and invite readers to submit thoughtful responses or counterpoints for consideration to [email protected].**

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