My original plan this week was to run a single big feature on DEI at major games companies, interviewing a number of people who work or have worked in the field. But when the first two experts I spoke with provided such thorough and informative responses, I shelved that plan and decided to give each of them the full spotlight, two people who have worked on some of the world's biggest--and as a result, most challenging, in terms of public reaction and awareness--games series.
Luke Plunkett
The first interview, with Dr. Alayna Cole, ran earlier in the week, and you can read that here. The second, with Robin (not their real name, as they still work at the company we discuss) follows.
Luke Plunkett: Hi Robin, and thanks for joining us! Can you tell us a bit about your role, and what it is you do at the company?
Robin: I work within the DE&I team at a games company. My role involves collaborating across different areas of the team, assisting in the ideation, implementation, and post assessment of different initiatives. I've worked across a wide spectrum of projects, from games to workplace, development, and more.
LP: What would you say has been the overall company vibe towards the work of you and your colleagues? Have you found that most people are receptive to the kind of things you're working towards?
R: It has mostly been supportive. There is a genuine desire across the board to do things right and to open up to new perspectives and make sure the company's different initiatives are encompassing of a range of lived experiences and backgrounds.
One common misconception is that DE&I work is often directive or imposed. The reality is that teams often reach out for support, whether that is for input, research, or bringing in a different perspective. There can be moments of hesitation or disagreement to certain recommendations, which is natural, but more often than not there is a willingness to find balanced solutions.
LP: Have those vibes changed much in the last year or so, given everything that's happened in the US? Whether in terms of how you've noticed your work has been supported among colleagues, or if there have been any changes made to it by management?
R: The overall level of support from leadership has remained steady for me and the team. What has shifted is that some false external conversations and narratives have, at times, influenced internal perceptions. This means that we might have to spend more time clarifying what the work we do actually involves to counteract and address misunderstandings. In certain instances, it has required revisiting and re-explaining things that previously felt well understood. This naturally adds extra layers of effort, but has reinforced the importance of clear and transparent communication to push against misunderstandings that can sometimes arise internally.
One of the biggest misconceptions out there is that there is some secret cabal that funds and pushes these initiatives. In reality, most people working in this space are trying to contribute to more thoughtful and inclusive environments, often with limited resources and budgets.
LP: Have those 'false narratives' changed your efforts in any way, or created extra work for you?
R: It has definitely resulted in additional work. Some of the work has involved revisiting how things are communicated, but a large part has been about creating spaces for dialogue and clarification. There is often a need to explain not only what the work is, but also what it is not, and to reinforce that ultimately, the creative decisions has always been and will always be with the teams themselves. It is challenging, and sometimes even downright frustrating, to have to revisit topics that felt settled internally, but highlight how important ongoing communication and trust-building are in this field.
LP: I realise this is a broad and difficult thing to answer precisely, but would you have even a rough idea on the percentage of colleagues you have at the company who are sharing these misinformed views?
R: It is difficult to really quantify, as it is often a vocal minority with varying degrees of information and perspective amongst themselves. And while they may have an impact, what matters more is the overall trajectory. Even when there are misunderstandings, there is still a strong foundation of people who see the value of the work we do and are open to engaging with it. Over time, continued dialogue and transparency tend to make a difference.
LP: When we talk about those false narratives and misconceptions colleagues (and the public!) can have about your work, what do you specifically think those are?
R: One of the biggest misconceptions out there is that there is some secret cabal that funds and pushes these initiatives. In reality, most people working in this space are trying to contribute to more thoughtful and inclusive environments, often with limited resources and budgets. It is also a shame to see how quickly these people become targets for harassment online. This work is often collaborative, with teams seeking input rather than being directed.
People in DE&I roles generally act as advisors, providing context, raising considerations, and supporting teams in making informed choices. I genuinely think that a lot of the misinformation would quickly die down if people genuinely understood what it is we actually do, and how we do it.
LP: When you say you're advising development teams at the company, how does that work specifically, across both the company itself and also directly on a game's development? Are you invited in at certain points to check in on things, or are you there at the beginning to help shape things?
R: It varies depending on the project and the team. Some teams approach us early-on during conception, while others reach out later in production. The support we extend can take different forms, from sharing perspectives and resources to providing feedback on specific elements. Generally, the earlier the collaboration kicks off, the more there is room to reflect and iterate, however, there isn’t a single model that applies to every situation. With time, the awareness of the team and the kind of support it extends has grown, and more teams are engaging in ways that best suit their needs and timelines.
LP: A lot of this chat has been about some pretty negative stuff, so why don't we end it by asking about what you think your biggest successes have been in the role to date?
R: So much progress has been made on many fronts in recent years, and it has had a meaningful impact both internally for teams and externally for players. One of my proudest experiences was contributing to the release of a project that was widely appreciated for the care and thoughtfulness put into representing its world and characters.
What stood out was how intentional and thoughtful the creators were from the start, and consistently carried that spirit throughout production. The response from players was incredibly encouraging, and showed that there is a real appetite for this kind of work. I feel grateful to have played a part in that journey.
This week on Aftermath, we’re celebrating Woke 2. What does that mean? Pieces that dig into the origins of woke—not the empty, sanitized version peddled by companies, but actual culture created by people—as well as communities that are already charting a course to a bolder, better future where we can all just be chill to one another.
