How We Hide Biases Behind Professionalism
“We are the Borg. Lower your shields and surrender your ships. We will add your biological and technological distinctiveness to our own. Your culture will adapt to service us. Resistance is futile.” this is a phrase voiced by the Borg collective in the science fiction movie “Star Trek: First Contact.” It appeared in various variations across a variety of Star Trek books, series, and movies. And it is the de facto standard in the corporate world.
Inclusion doesn’t equal assimilation
Too often, diversity efforts at companies turn from inclusion to assimilation. While inclusion embraces differences, assimilation forces conformity. This is often visible in what we consider as the standard of professionalism. Managers often have a biased view of what professionalism looks like when it comes to language, behavior, or clothing. Even a haircut may become an issue if it is not seen as “professional enough.”
Strict policies for clothing that won’t allow for cultural variations and personal preferences are a great example. Some companies may have these policies written down, some unspoken, but the expectation is there. If you don’t dress as expected, you are not seen as professional and don’t belong. By dressing the part, you are being accepted, meaning assimilated into the company culture.
Similarly, the organization may expect what is considered professional behavior and language. Even things like your accent or lack of punctuality coming from the culture you grew up in will be seen as unprofessional. You will be expected to adapt and be assimilated.
“If you are truly serious about diversity and inclusion, keep in mind that inclusion doesn’t equal assimilation.”
If you are genuinely committed to diversity and inclusion, it is crucial to consider both the overt and covert expectations and assess whether your efforts toward hiring diverse employees actually result in true inclusion and a sense of belonging or if you are merely attempting to assimilate them into your biased way of conducting business. If the latter is the case, your diversity initiatives are likely to be unsuccessful.
Reevaluating your definition of professionalism is essential. Take the time to reflect on the required behaviors and determine which practices and standards are in place solely for convenience. This process involves developing self-awareness of your own biases regarding professionalism. Once this self-reflection has taken place, you can expand your understanding of what constitutes professional language, behavior, and attire. By doing so, you will foster a more accepting and inclusive environment.
Smart people and bias
Pure mental horsepower, or IQ, is useless if you don’t have the will to change your mind when data don’t support your argument. You may be the smartest person on the planet, but if you keep refusing what is in front of your eyes, you will not utilize the potential you have. You will act stupid.
Sticking with data is great. The better you are at analyzing data, the bigger chance you will come to a scientific bias-free decision. At least as long as you are not emotionally invested in the outcome. When the data are about something you don’t care about you, follow them rigorously. When they are about an ideological issue you care strongly about, you find ways to interpret them that support your point of view. The better you are at data crunching, the better you are at interpreting them the way you want—the confirmation and desirability biases at play. You see what you expect to see, and you see what you want to see.
Research suggests that smart people are more likely to succumb to stereotypes as they are better at recognizing patterns. And patterns and categories are what make stereotypes work. Though smart people are also better equipped to fight them when they recognize they are biased.
“Smart people are more likely to succumb to stereotypes as they are better at recognizing patterns. Patterns and categories are what make stereotypes work.”
If you want to create an environment that truly supports diversity and inclusion, keep an eye on those who always have answers and may need additional guidance and support so they open their eyes to their own fallacies. Smart people are often not the most self-aware. Giving them feedback and showing different perspectives may help them understand their own unconscious biases. They can then work on mitigating these biases by utilizing their smarts.
Putting it all together
The Borg might be a collective of mindless drones who fulfill their functions and aim to assimilate others. But you and your team are not drones.
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When you work to create an inclusive environment, look closely at various policies that are in place to promote a culture of professionalism. Many of them may go directly against diversity and inclusion.
Don’t assume that the smarter people are, the less biased they are. It is often the other way around. Smart people are good at justifying their worldview, which can often be biased. Make it a point to help them become self-aware so they can use their brain power to fight biases rather than propagate them.
What are your thoughts on the topic? How do you ensure that the organization’s view of professionalism is inclusive? Do you feel some industries are more prone to excluding employees based on their looks, attire, or behavior?
More on the topics of Diversity and Inclusion:
Originally posted on my blog about management, leadership, communication, coaching, introversion, software development, and career The Geeky Leader or follow me on Facebook and Twitter: @GeekyLeader
Maxwell Leadership Certified Coach Speaker, Trainer, Executive Program and Behavioral Consultant
1 年True…explained very well