The Queering of the Baby Bells

Carlos A. Ball | an excerpt adapted from The Queering of Corporate America: How Big Business Went from LGBTQ Adversary to Ally | Beacon Press | 2019 | 23 minutes (6,272 words)
In the years following the Stonewall riots, LGBTQ rights supporters chose corporations as targets for activism. At the time, some corporations had explicit anti-LGBTQ policies and practices for everyone to see. In 1970, for example, a Los Angeles bank made clear in its job application forms that it would not hire alcoholics, drug users, or “homosexuals.” At around the same time, the Pacific Bell Telephone Company, the largest private employer in California, announced that it would not hire open “homosexuals,” because doing so would “disregard commonly accepted standards of conduct, morality, or life-styles.” Until 1978, the Coors Brewing Company routinely asked job applicants, while attached to lie detector machines, whether they had engaged in same-sex sexual conduct and denied them jobs if they had. (The company’s testers also inquired whether applicants were thieves or communists.)
One reason why post-Stonewall LGBTQ activism focused on large corporations was that the firms’ interests in promoting and protecting their brands made them particularly sensitive to the negative publicity that came with exposing discrimination. Large corporations spend millions of dollars every year developing and marketing their brands and are, as a result, highly sensitive to criticisms that might tarnish those brands. Interestingly, the need to protect corporate brands from negative publicity made companies more willing to change explicit anti-LGBTQ policies than government entities. Indeed, it was more likely, during the 1970s and into the 1980s, that a large corporation targeted by queer activists would cease explicitly discriminating against sexual minorities than, for example, a government agency would stop discriminating against queer people or, just as important, a state or local legislative body would adopt sexual orientation anti-discrimination laws. To enact such laws, queer activists had to persuade a majority of elected officials in a given jurisdiction to support adding sexual minorities to civil rights laws; outside of a few liberal municipalities, this was an extremely difficult task for the embryonic LGBTQ rights movement to accomplish in the years following Stonewall.
Additionally, the fact that corporate America had tens of thousands of LGBTQ employees (most of whom were, admittedly, firmly in the closet) made corporate workplaces obvious and natural targets of LGBTQ rights activism. Whether they knew it or not, corporate leaders and heterosexual co-employees were already working alongside sexual minorities and transgender individuals, in many cases developing the cooperative bonds, mutual trust, and even lasting friendships that the pursuit of common objectives, including corporate ones, frequently engenders. In this sense, LGBTQ individuals, as a group, were not outsiders and “strange others” to corporate America; instead, they were integral members of corporate workplaces. And many of them were likely to come out of the closet and share the joys and challenges of their personal lives with their fellow workers (as heterosexual employees did all the time) if they could be guaranteed a modicum of job security and protection against discrimination. Read more…
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