As a clinical psychologist and academic, I have observed many covert attempts to block social justice efforts within the various systems in which I work. I have been asked to write multiple memos or documents in support of a proposal for a diversity-related policy. I have witnessed leadership attempts to table discussion or add additional votes; one example was an organization’s name change to make it more inclusive of diverse gender groups. Committees inserted procedures and processes not normally required. These additions can stretch out the process of implementation of diversity strategic plans or multicultural programs for years. Unsurprisingly, change agents can become battle-fatigued (Smith, 2004) and give up their efforts. They can also become so disheartened that they leave a group or organization altogether. My colleague named this phenomenon filibustering. Hence, we now use the term “organizational filibustering” to refer to strategies that delay and obstruct efforts to pursue social justice in systems (Mizock and White-Eyes, 2026). We borrow the term filibuster from U.S. politics, which holds several applications to this obstructive process in …