Combating Gender and Ethnic Biases in Administration

“Marla” is an African-American administrator at a local hospital in the Southeast United States. For 17 years, she was a Licensed Clinical Psychologist and has been in the administrative role since 2019. Marla enjoys her work as the head leader in Behavioral Health due to her professional role having more of a macro, or systems-level, influence in impacting clients receiving mental health care in a complex healthcare system. As a minority that has grown up in the rural South, Marla is familiar with social adversity as an African-American and as a female. By history, African-Americans have been disenfranchised throughout various systems, or bureaucracies, in the United States and continue to fight for social justices (Fouad & Burrows, 2023; Heilman, 2012). Additionally, women have endured a history of unequal treatment at systems levels and have had to conquer the social ills that have plagued gender inequality due to the patriarchal system existent within many societies (Bielby, 2000; Whitesmith, 2020). Marla is a member of two marginalized groups, which has made it difficult for her to achieve some milestones due to gender bias, racial bias, with microaggressions experienced in both sociological categories. Despite the roadblocks in her journey, Marla has persevered and held fast to her convictions since dreaming of being a psychologist as an undergraduate student at Allen University. Marla represents the struggle that many minorities and women face within the workplace. Acknowledging diversity, equity, inclusion, justice, and belonging concepts is a ‘start’ towards impacting social change. Below are five tips to assist with mitigating ethnic and gender biases within the workplace setting.

Celebrate Differences

When upper management represents an all-white or all-white male dynamic, this can be due to a myriad of reasons. In scenarios in which diversity is nonexistent at the top level of management, diversity amongst middle management may be similar. It should be encouraged that mentorship programs or other social initiatives that encourage minorities and women to be leaders are devised (Bielby, 2000; Heilman, 2012). This encourages hopeful progressive planning that can allow for more diverse leadership and managerial roles to be exhibited by those from historically marginalized populations.

Mandatory Unconscious Bias and Self-Awareness Training

Many diverse dynamics exist with human capital throughout many organizations. Throughout the hierarchy, from top management to all essential roles at the lower levels, biases exist with individuals whether they admit them or not (Bielby, 2000; Heilman, 2012). Because we all have biases, we must acknowledge those biases, because if not, elements of unconscious biases can perpetuate through the inner workings?throughout the workplace, thus affecting internal and external stakeholders alike. Mandatory training relative to diversity and recognizing unconscious biases and the ethical responsibility of all employees can assist with an organizational culture that embodies and celebrates respect for all.

Data-Driven Decision-Making

Data allows leaders at all levels to avoid making gut decisions and assumptions that may contribute to deficits (Heilman, 2012). Unbiased feedback and objective feedback from observations, interviews, or periodic surveys allow us to capture information relative to an issue, concern, or potential problem. Data-driving decision-making allows for looking at dynamics that may contribute to antecedents associated with an issue, concern, or potential problem. For example, if a survey was disseminated to employees of an organization relative to leadership’s role in facilitating initiatives that encourage diversity, equity, and inclusion, data findings can provide actual feedback versus making incorrect hypotheses based upon limited or no knowledge. To ensure that data collection, including that from interviews, focus groups, and observations, is unbiased, consulting the assistance of an Industrial/Organizational Psychology may be necessary. Leadership must be willing to accept all feedback and be open-minded toward developing strategies to address organizational dynamics that are under review. Data can drive understanding relative to the perspectives of the makeup of upper leadership and with addressing gaps that exist relative to gender and ethnic inequalities that are overt or subtle within an organization.

Mitigating Bias(es) Means Measuring Excellence

From hiring, to employee performance evaluations, and decisions relative to promotion, having a structured approach with specific criteria in each of these categories allows for decisions to be made that are fair (Whitesmith, 2020). Explicit attributes of what is indicative as an exemplar must be understood by those who are in any managerial role. This allows for fair evaluations and fair promotions versus positional standing(s) being made because of likeability, nepotism, or other unfair subjective processes. Additionally, applicant pools when recruiting must encourage diversity in all protected areas, with reconsiderations made when diverse applicants are not found so that talent management revises talent searches or the wording of applicants.??

Discourage Silence

As a part of any organizational culture, everyone deserves to be treated with the utmost respect. Specific policies that address unprofessional behavior(s) and instances associated with unconscious bias(es) must be established and firmly understood. When there are inequities that occur that represent prejudicial attitudes or discriminatory behaviors, these instances must be called out and addressed with appropriate corrective action (Fouad & Burrows, 2023; Whitesmith, 2020). In accordance with company policies, there should be a safe haven for those that seek solace due to being negatively impacted by an incident, or incidences, of unconscious bias(es) or microaggressions. Leadership at all levels must be in unison with discouraging any degree of disrespect.?

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References

Bielby,?W.?T. (2000). Minimizing workplace gender and racial bias.?Contemporary Sociology,?29(1), 120-127.?https://doi.org/10.2307/2654937

Fouad,?N.?A., & Burrows,?S.?G. (2023). Gender and racial/Ethnic disparities in the workplace.?Rethinking Work,?2(1), 149-154.?https://doi.org/10.4324/9781003272397-31

Heilman,?M.?E. (2012). Gender stereotypes and workplace bias.?Research in Organizational Behavior,?3(1), 113-135.?https://doi.org/10.1016/j.riob.2012.11.003

Whitesmith,?M. (2020). Reducing the risk of cognitive bias in intelligence analysis.?Cognitive Bias in Intelligence Analysis,?5(2), 207-228.?https://doi.org/10.3366/edinburgh/9781474466349.003.0007

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