Unconscious Bias at Work: How to Recognize, Challenge, and Overcome It

The other day, while on a walk, I saw someone approaching from behind with a stroller and instinctively told my walking partner, “Watch out for the mom with the stroller,” so he’d know to move aside. But as they ran past, I realized — it was a man. I’d made a snap judgment based on ingrained assumptions. I had to laugh at myself, especially since I often advocate for gender equality in caregiving and the workplace. . . . and because it was International Women’s Day.

This was a harmless mistake, but unconscious biases like this shape much bigger patterns: who gets promoted, who’s expected to handle office admin tasks, or how behavior is interpreted across gender and race. These hidden biases influence decisions in ways we don’t always recognize.

What is unconscious bias?

In her LinkedIn Learning course, Managing Unconscious Bias at Work, Madison Butler defines unconscious bias as “biases that you hold that are rooted in societal normalities — things that you were taught when you were younger, things that you learn in media, things that you learn from your parents. Oftentimes, they are behind-the-scenes thoughts.”

At work, unconscious bias can shape how we interact with others, how we evaluate performance, and even who we choose to hire. Maybe we assume one person is more “ready” for promotion over another based on factors unrelated to actual performance. Or perhaps we gravitate toward hiring someone who feels like a “culture fit” (more on this later) without questioning what that means. While racism and sexism are illegal, bias still operates beneath the surface, influencing decisions without our awareness.

So how do we recognize and disrupt unconscious bias — whether in others, in ourselves, or when we’re on the receiving end of it?

Start by building awareness of your own biases

One of the biggest challenges of unconscious bias is right there in the name — if it’s unconscious, how can we even know we have biases?

In her LinkedIn Learning course, Addressing Unconscious Bias as a Leader, Stacey Gordon offers a helpful analogy to think of unconscious bias like breathing. We don’t have to remind ourselves to breathe, but we can interrupt our breath and practice how to hold it longer than average. Bias is the same. “Once we see that we have bias — because we all do — then we can find ways to interrupt it,” Stacey says. 

She emphasizes that while most people want to take immediate action, the first step is awareness. “[Everyone wants] to do something,” Stacey says, “which is admirable, but incorrect, when you don't have all the facts. Understanding unconscious bias is a part of the process of addressing diversity, equity, inclusion, and belonging in the workplace.” 

There are over 180 types of cognitive biases, but they generally fall into four broad categories:

• What we remember (we tend to reinforce past beliefs)
• Our need to act quickly (snap judgments that often rely on stereotypes)
• Operating with limited information (we fill in gaps with assumptions)
• Information overload (our brains take shortcuts to simplify decisions)

When we’re thinking quickly or under pressure, bias is more likely to take over.

This aligns with Nobel prize-winner Daniel Kahneman’s concept of “thinking, fast and slow.” As he explains in his book, Thinking, Fast and Slow, our “System One” thinking is automatic and makes snap judgments (like stepping out of the way of a runner and assuming who they are). It’s useful for quick decisions but also where bias can creep in. Our “System Two” thinking is slower, more deliberate, and better suited for complex decision-making. By consciously shifting into System Two thinking in critical moments, we can override unconscious bias.

Recognizing our bias is just the first step — what matters next is how we disrupt it. By engaging our System Two thinking at key moments, we can move from awareness to action.

Learn how to take action to address bias

Once we recognize bias, we can take practical steps to mitigate it. In her course, Addressing Unconscious Bias as a Leader, Stacey Gordon says, “One way to do this is to take an opposing view on the decision you're about to make and actively be a dissenter.” 

For example, when reviewing a recent hiring or promotion decision, ask yourself: Could I make a strong case for the opposite decision? If not, bias might be at play.

Many companies have shifted from hiring for “culture fit” to looking for a “culture add” — helping teams actively seek out diverse perspectives instead of unconsciously reinforcing sameness.

Another key strategy is leading with empathy. Bias often leads us to judge others too quickly. Have you ever been frustrated with a coworker who seemed disengaged or irritable, only to later find out they were dealing with a personal crisis? That new context changes everything.

Stacey highlights a Qualtrics study showing that 42% of employees have experienced a decline in mental health since the pandemic. Understanding this can help us approach colleagues with empathy rather than judgment. “Empathy also allows us to become aware of unconscious biases in a different way and expand our perspectives by connecting to the people we are listening to,” Stacey says.

A simple way to foster empathy? Practice active listening. Try using phrases like:

• “What I’m hearing from what you shared is…”
• “I’m curious to hear more about…”

By slowing down and listening deeply, we create space for different perspectives.

But what to do when we’re the ones facing bias? 

Advocate for yourself in the face of bias

While we all hold biases, experiencing bias firsthand can be painful and even shake our confidence at work.

In her course, Managing Unconscious Bias at Work, Madison Butler says: “If you have the space to speak about it, speak about it. Call it out.”

That said, she admits that not everyone feels safe confronting bias directly — especially in workplace settings where speaking up might have consequences.

Madison emphasizes the importance of seeking community and support. “Hold community with people who see you, who hear you, and are willing to listen to you,” she says.

This could be compassionate colleagues, an employee resource group (ERG), trusted mentors, or even friends and family. A strong support system can help you process experiences, develop strategies for self-advocacy, and maintain your confidence. If workplace bias is significantly impacting your well-being, a mental health professional can also offer valuable guidance.

Final thoughts: Turn awareness into everyday action

Unconscious bias is part of being human, but it doesn’t have to control our decisions. The more we slow down, reflect, and challenge our assumptions, the more we can foster fairer, more inclusive workplaces.

• Start by recognizing your own biases — awareness is the first step to change.
• Take deliberate action by shifting from quick, reactive thinking to thoughtful decision-making (System One to System Two thinking).
• Lead with empathy and listen actively to broaden your perspective.
• Support yourself and others — whether by advocating for change or finding allies when facing bias firsthand.

By making small shifts, we create workplaces where talent is valued for what it truly brings to the table — not for how well it fits old assumptions.

What’s one small action you can take today to disrupt bias in your work?