What Research Gets Right About Civic Learning and Why It Matters for Employers
Latest Research
Civic participation feels harder than ever. The reason is not apathy. It’s uncertainty.
A national research effort, the Pedagogy Companion to the Roadmap to Educating for American Democracy, studied what actually helps people build civic knowledge, confidence, and trust. The research points to a simple truth. Civic engagement works when the environment is designed for it. At the In Good Company Institute, we see this every day. Workplaces that provide clarity help people participate with confidence.
Six research-backed principles that apply at work
1. Assume people are capable
What the research shows
People can engage with complex civic topics when they are given context, support, and respect.
What this means at work
Employees want to understand how civic decisions affect their lives and work.
Clear, nonpartisan information builds trust.
Civic learning should never be reserved for experts.
In the Know: Respect builds confidence.
2. Normalize learning, not perfection
What the research shows
Civic confidence grows through learning and reflection, not certainty.
What this means at work
Leaders don’t need all the answers.
Leaders should model curiosity and learning.
Employees should feel safe asking questions.
In the Know: Learning lowers tension.
3. Set norms before tension shows up
What the research shows
Civic engagement only works in environments with psychological safety and shared expectations.
What this means at work
Organizations should clarify what belongs at work.
Organizations should clarify how disagreement is handled.
Silence without guidance creates confusion.
In the Know: Clear norms protect culture.
4. Lead with inquiry, not instruction
What the research shows
Good questions matter more than perfect answers.
What this means at work
Civic learning should focus on understanding systems and choices.
Employees do not need to be told what to think.
Inquiry keeps engagement nonpartisan and practical.
In the Know: Questions create clarity.
5. Practice builds confidence
What the research shows
People learn civic responsibility by doing.
What this means at work
Participation should be simple and supported.
Low-barrier actions matter.
Real-world engagement builds trust and belonging.
In the Know: Action builds confidence.
6. Reflection improves outcomes
What the research shows
Civic learning improves when people reflect on what worked and what didn’t.
What this means at work
Civic programs deserve the same measurement as other culture efforts.
Feedback strengthens credibility.
Participation is not the only metric that matters.
In the Know: Reflection strengthens results.
Why this matters now
Employees are navigating a complex civic environment, whether employers engage or not. Leaders are already managing the impact of elections, policies, and public discourse on morale and culture. Organizations that provide structure are not taking sides. These organizations are doing what strong leaders do.
Strong leaders reduce uncertainty.
Strong leaders strengthen trust.
Strong leaders help people show up grounded and confident.
That work is not political. That work is leadership.
At the In Good Company Institute, our Civics at Work approach is built on these same principles. We help workplaces turn information into action and participation into culture. When people understand how civic systems affect their lives and feel supported in participating, everyone benefits.