From Bias to Oppression: Uncovering the Roots of Structural Racism

Over the years, I have frequently been asked to define the difference between bias and discrimination, or between prejudice and bigotry. Given today’s divisive environment, it is time to take another look at the words and how bias can morph into oppression. This article addresses the definitions and provides actions we can take to turn these barriers into bridges.

NOTE: Listen to the podcast to dive deeper and to hear more examples.

One of the most pressing challenges in professional and community spaces is the subtle shift from a single biased thought to a pervasive structure of oppression. What begins as an assumption about a group of people can quickly transform into prejudice, fueled by stereotypes that distort our perception of entire communities. When those prejudices are expressed verbally, they become examples of bigotry, which then takes root in institutional policies and workplace cultures. Over time, these practices become embedded discrimination, ultimately crystallizing into systemic and structural oppression. This journey from bias to oppression does not happen overnight, and it rarely involves overt acts alone. Rather, it is often propelled by silence, complacency, or a failure to recognize how everyday decisions and policies can be imbued with biased thinking.

Biased thoughts sometimes appear to be harmless-- small comments or casual jokes about a certain ethnicity, religion, age, gender or social group. However, Jennifer L. Eberhardt, PhD, in her book “Biased,” reveals how deeply ingrained unconscious bias can be. She writes, “We all have biases, but understanding how they work is the first step to controlling them instead of letting them control us.” This means bias is not purely a moral failing; it is also a neurological shortcut that helps our brains categorize the world. Yet, left unchecked, these shortcuts quickly harden into stereotypes. For leaders, this is particularly critical. The biases we do not question can seep into hiring decisions, project allocations, and performance evaluations in the corporate setting and at the community, state and national level it can impact funding and laws. Over time, they accumulate to form an environment that subtly (and sometimes openly) disadvantages specific groups.

When prejudiced statements become normalized, bigotry takes hold. Roland S. Martin, in “White Fear,” notes that many forms of bigotry emerge when one group feels threatened by potential changes to the status quo. He explains, “Fear of losing power or position can create a defensive posture that rationalizes harmful beliefs.” This fear-based posture escalates biases into prejudices and open hostility, affecting the way leaders speak to, and about, certain communities. In a work environment, bigotry can mean failing to promote?qualified candidates who come from minority or under-represented backgrounds or disregarding the input of employees who do not fit a stereotypical image of success. Without decisive intervention, bigotry becomes an unwritten rule that excludes some groups while favoring others.

Bigotry that intersects with power and privilege becomes discrimination. When leaders set policies or make decisions that systematically disadvantage people based on race, gender, religion, or ability, they perpetuate unfairness throughout the organization. Carol Anderson, in “White Rage,” examines how advancements made by marginalized communities often trigger backlash. She states, “Every step toward full participation in democracy for Black Americans has been met with resistance.” While she focuses primarily on American racial history, the concept applies to many marginalized groups around the world. For corporate and community leaders, the message is clear: Equity initiatives do not fail simply because of overt opposition. They often stumble because of more subtle resistance within organizational and societal systems.

When such discrimination spreads across multiple institutions—schools, healthcare, workplaces, law enforcement and housing markets—we see the development of systemic racism. This term captures the idea that bias and bigotry are not confined to individual attitudes; they are woven into the fabric of society due to the actions of many like-minded people with power. Robert P. Jones, in “The Hidden Roots of White Supremacy,” highlights how longstanding social and religious traditions have reinforced systemic inequities. These deep-rooted beliefs are often invisible to those who benefit from them, but painfully obvious to those who are consistently marginalized. In a professional context, systemic racism can be seen in patterns of underrepresentation in leadership roles or disparities in access to mentorship and sponsorship programs. When these patterns repeat themselves across industries, they reflect more than just personal prejudice. They reveal the systemic nature of exclusion.?

Systemic racism, when codified into laws and organizational frameworks, leads to structural racism. Douglas A. Blackmon, in “Slavery by Another Name,” details how oppressive systems have repeatedly found new forms. Even after slavery was abolished in the United States, forced labor practices continued under new names. When we talk about “structural racism,” we refer to the deeply embedded policies and social norms that continue to disadvantage minority groups—even when explicit laws change. For corporate and community leaders, ignoring structural racism can be just as damaging as promoting explicit discrimination. Structures such as outdated hiring procedures, biased performance metrics, or limited pathways to advancement may seem neutral on the

surface. However, they systematically perpetuate inequality if they are not reevaluated with an eye toward diversity equity and inclusion.

Oppression is the final stage of this damaging continuum. It occurs when prejudice, bigotry, and discrimination are so normalized that entire groups lack access to the basic resources and opportunities needed to thrive. Nikole Hannah-Jones, in her “1619” project, reminds us that the origins of American wealth and its foundational institutions are deeply intertwined with oppression. She argues, “We cannot address the inequities of today without understanding their roots in policies and beliefs that were designed to benefit one group at the expense of another.” For example, as book banning spreads across the United States, it decreases the opportunity for young people to learn how their gender or race contributed to the building of the country. It removes the chances for marginalized kids to see successful role models who look like them. Leaders across industries must confront these realities head-on. Whether it is policymaking in the public sector or culture-setting in the private sector, recognizing the roots of oppression is a prerequisite to dismantling it.

Yet awareness alone is not enough. Michael Eric Dyson, in “Unequal,” calls on those who hold positions of privilege to be allies in the fight for equity. “The privileged must take the lead in unravelling the systems that benefit them,” Dyson insists, emphasizing that meaningful transformation requires collective action. While marginalized communities have consistently led movements for justice, the responsibility cannot rest solely on their shoulders. Professional and community leaders can mobilize their power, networks, and resources to identify policies that disadvantage certain groups, advocate for inclusive hiring practices, and champion equitable compensation structures. These actions not only address immediate concerns but also set a standard of accountability for others to follow.

Even in today’s polarized environment, strong leaders who are not afraid to do the right thing for the success of their organization or community can take tangible steps right now to attract the best talent and sustain an environment that supports inclusion. First, develop internal audits of human resource and human service practices to identify areas where bias might exist. Second, create mentorship and sponsorship initiatives that actively involve existing leadership, ensuring that diverse voices have access to guidance, career progression, and visibility just as majority voices do. Third, invest in ongoing diversity equity and inclusion learning and development programs—making it a continuous process rather than a one-time event. According to Eberhardt’s research in “Biased,” recurring training helps individuals become more aware of how bias influences daily interactions, including seemingly minor decisions that can have large ripple effects. In the book, I co-authored Trailblazers: How Top Business Leaders are Accelerating Results through Inclusion and

Diversity, there is a full chapter that addresses why DEI training fails and how to change practices to produce success. Habits of bias do not change with a one-time exercise.

Another key step is to engage in transparent dialogues about race, privilege, and bias within organizations. Roland S. Martin argues that “fear thrives in the absence of open communication.” Corporate and community leaders can host forums, town halls, or small group discussions to air concerns and address misconceptions. Such platforms provide an opportunity to challenge stereotypes in real time and to foster a culture where employees feel safe bringing up issues of discrimination. Combining policy initiatives with open, honest conversations helps create a comprehensive approach to dismantling oppression.

Action also demands vigilance. This is what encourages innovation that enhances the bottom line of organizations. Recognizing the cyclical nature of bias and oppression is crucial; any setback or overlooked detail can allow old forms of discrimination to reemerge. Carol Anderson cautions that just as “White rage” can be triggered by progress, any structural shift can provoke pushback. Leaders must be prepared to address resistance constructively, maintaining a focus on the ultimate goal: an organizational culture (and a broader social environment) that truly values equity and inclusion.

Finally, it is important to underscore that individuals at all levels have a role to play. While CEOs and community organizers can set the tone with broad initiatives, employees and citizens can influence change through everyday decisions—calling out bigotry, supporting equitable practices, and choosing to become actively involved in discussions about race and privilege. By taking these steps, we can halt the progression from bias to oppression, ensuring that we leave behind a legacy of fairness and dignity for future generations.

So, the question is, what action are you willing to take? I invite you to share this article with the intention of starting a conversation about the points made here. Invite people of differing perspectives to enrich the conversation. Participate in the discussion with an open mind and then decide what you can do within your own sphere of influence to uplift humanity.