MAKING DIVERSITY A REALITY: CHALLENGING BIASES IN THE WORKPLACE
DR. MARCELLO DE SOUZA
?? Especialista em Desenvolvimento Humano & Organizacional | Presen?a Executiva | Master Coach | Formador de Líderes | Mentor | Autor | Promovendo a Saúde Mental e o Crescimento Individual e da Cultura Organizacional
“By questioning our notions of success, we build more innovative and ethical teams, and reveal the true power of diversity.” - (Marcello de Souza)
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Many managers express the desire to promote inclusion in their workplaces. However, although they recognize the intrinsic value of diversity, the practical application of these principles often proves challenging. Most of the time, leaders lack the necessary tools to overcome the obstacles of subtle bias.
How many workshops have I conducted, often funded by companies, offering guidance on constant vigilance against biased thoughts? However, I must admit that this type of approach alone demands a significant cognitive load, resulting, over time, in a return to old habits. The fact is that this type of action is not sufficient.
Another fundamental point I routinely encounter is the lack of understanding of what diversity and inclusion are. When diversity is understood as a significant challenge in organizations, it is crucial to explore its deep roots. Diversity does not only refer to visible differences such as race, gender, or age, but also to a wide range of life experiences, perspectives, and skills. It is a reflection of the society we live in, and these differences are intrinsic to our identity and formation.
In recent decades, society has become more aware of identity issues. Individuals are increasingly willing to assert and celebrate their identity, whether they are members of the LGBTQ+ community, people with disabilities, immigrants, or any group that has been historically marginalized. This awareness is positive because it gives a voice to groups that have long been silenced and marginalized. However, it also presents challenges for organizations.
Companies now need to deal with diversity in a context where individual identities are valued and respected. This requires a deeper understanding of the experiences and needs of each group. Additionally, organizations must address the discrimination and prejudice that can arise due to these identities. Dealing with identity issues requires an organizational culture that promotes empathy, equality, and justice.
Furthermore, diversity and inclusion policies can be complex and challenging to implement effectively. Organizations must consider not only the representation of different groups but also the creation of an environment where everyone feels safe to be authentic. Issues of pay equity, promotion, and development opportunities must also be addressed fairly and transparently.
Identity diversity can be an area of tension and conflict in organizations, as different viewpoints and needs collide. It is a sensitive field that requires open and respectful dialogue. However, overcoming these challenges is essential for companies to thrive in the diverse world we live in. The fact is that identity diversity is both an opportunity and a challenge for organizations. It requires a careful and sensitive approach, but the benefits of building a culture of inclusion and equity are undeniable. As organizations seek to adapt to these changes, they are shaping a more just and equal future. It is a journey that requires empathy, understanding, and commitment, but the rewards are gratifying, not only for companies but for society as a whole.
Promoting diversity and inclusion in the workplace requires a serious and strategic commitment. It starts with leadership, which must demonstrate its support for diversity and inclusion and establish policies and practices that make them a reality. Training and awareness programs also play a crucial role in promoting an inclusive culture.
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The Problem Often Starts with Hiring
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Based on extensive research, I have concluded that there are two simple but powerful ways managers can combat bias while motivating diversity. First, it is essential to revisit and expand their definitions of success. Second, when evaluating the team, questioning what each individual contributes, known as “aggregate contribution,” can be transformative.
For example, during hiring, evaluation, or promotion processes, companies unconsciously apply their own preconceived models of success. These models tend to favor a specific group over others, even when members of each group have an equal likelihood of achieving success.
When interviewing a candidate, it is common for the interviewer to ask about their academic background and professional experience, believing that this information is critical and will help make objective decisions about their suitability for the position. However, without realizing it, they may be evaluating the candidate through the lens of their own “success bias.”
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Questions like “where did you study” or “what is your experience” can inadvertently reflect subjective criteria. In fact, they are evaluating whether the candidate attended the school they consider “right,” if their experience aligns with their own trajectory, and if their personality fits the mold of the existing team members.
It is not surprising that, in large part, managers end up selecting candidates who fit their own preconceived models of success. At first glance, this approach may seem like a formula for success. After all, wouldn’t it be logical to assume that these people would integrate well with the hiring manager and harmonize with the rest of the team? The answer, however, is more complex than it seems.
I want to stimulate your reflection here that this approach, despite being well-intentioned in its quest for inclusion, can, paradoxically, inadvertently feed bias by favoring candidates more aligned with the traditional or considered “safe bets.” In sectors like engineering or even finance, for example, this bias can manifest by assuming, without basis, that only individuals with MBAs from prestigious institutions have the potential for professional success.
Even when these criteria are established with supposed apparent fairness, they can result in an unconscious preference for hiring white men. This phenomenon is explained by the demographics of these institutions, where between 60% and 70% of MBA graduates are male, and the representation of black people is minimal.
Consider a scenario where certain functions demand specific skills, such as the ability to collaborate effectively on innovative projects. In this context, the very model of success can lead us to the mistaken belief—without evident support—that only those already immersed in collaborative environments can excel at work. However, this narrow view results in repeatedly choosing candidates with similar characteristics.
Another very common issue is the tendency of management to give status to professionals predisposed to actively participate in collaborative environments and who often engage beyond their regular working hours. This, however, creates a barrier for those who have responsibilities outside the professional environment, such as caring for family members or fulfilling other significant obligations. As a result, this perception of the collaborative climate can end up being dominated by a majority of a specific profile, limiting not only diversity but also the detrimental idea of meritocracy. In other words, it conditions the organizational climate to unconscious biases in the merit evaluation process, favoring certain groups over others. This usually results in discrimination and perpetuates existing inequalities.
The evidence of this repetitive approach is in the composition of specific groups, where female representation may be limited to only 3% to 5%, and the majority is composed of young men. This persistence in applying a single model of success results in a lack of diversity, which, in turn, acts as a significant obstacle to innovation and differentiated performance. What leads to an ever greater distance from balance, a healthy organizational climate, which should indeed be in the continuous pursuit of implementing practices that promote equal opportunities, recognizing the diversity of experiences and skills, and creating more inclusive and collaborative work environments.
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DIVERSITY AND INNOVATION
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On the other hand, diversity is not just an ethical imperative, but also an essential catalyst for innovation. Decades of research indisputably reinforce the idea that teams composed of diverse individuals who value and integrate a variety of perspectives consistently outperform homogeneous teams when faced with the challenge of innovation.
There is no shortage of studies demonstrating that diverse teams not only thrive in the face of differences but also overcome obstacles with more vigor. The need for effective communication and the search for consensus amid different experiences and views challenge team members to think more deeply and make more informed decisions. In short, diversity not only enriches the social fabric of a team but also stimulates collective intelligence, leading to more creative and effective outcomes.
As I have investigated, diversity is not simply a metric for inclusion; it is a catalyst that expands our collective cognitive capacity, resulting in smarter and more adaptable teams. When we incorporate a variety of perspectives and experiences, we not only fulfill a moral duty but also fuel the necessary fuel to drive innovation and face the complex challenges of the contemporary world. Ultimately, diversity not only makes us smarter but also empowers us to embrace complexity with resilience and creativity.
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The Power of Aggregate Contribution
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To challenge subtle biases, it is imperative to question the assumptions underlying our model of success. We must evaluate whether the criteria used in candidate selection will result in hiring professionals who will truly contribute to team success or simply perpetuate the status quo. For example, the requirement for an MBA from a renowned college may be genuine, or perhaps it prioritizes criteria without solid evidence of their direct relation to success in the role. Conversely, the ideal is to formulate questions that help discern what each candidate would add to the set of experiences and skills of the team as a whole.
The approach focused on aggregate contribution, a concept developed in collaboration with the diversity program leader, is a powerful tool to avoid uniformity in a team and foster inclusion and innovation. By considering the aggregate contribution of members, space is opened for individuals who may not perfectly align with the personal success model, who are not necessarily "like us". This results in a more diverse and consequently more successful team.
In practice, I'll give you a recent example I participated in, where the goal was precisely to challenge subtle prejudices in the workplace, leading to an innovative approach to candidate evaluation and team building. One of the changes successfully implemented was the adoption of the "Aggregate Contribution" strategy.
In this company, leaders recognized the need to overcome traditional stereotypes during hiring and promotion processes. Instead of clinging to predefined criteria, such as only professional experience or the reputation of the educational institution, they started questioning the candidate's vision for the ideal organizational culture and how they would contribute uniquely to the team's success for the organizational climate to remain healthy.
During interviews, rather than focusing solely on tangible qualifications, managers explored interpersonal skills, innovation capability, and candidates' diversity of perspectives. Questions like "How can your unique experiences enrich our team?" became crucial to understanding each candidate's aggregate contribution.
This approach began to show significant results in the medium term, forming more diverse teams composed of professionals with varied backgrounds and perspectives. The company noticed a significant increase in creativity and team effectiveness as different ways of thinking and approaching challenges were valued. Additionally, talent retention improved as employees felt genuinely valued for their individual contributions.
Notice that the effectiveness of challenging prejudices through promoting "Aggregate Contribution" is visibly perceptible. This approach not only transformed organizational culture but also drove innovation, demonstrating that success is not necessarily tied to conventional standards. By adopting this mindset, companies can truly embrace diversity and inclusion, reaping the benefits of more dynamic and successful teams.
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How to Formulate Questions that Help Assess Someone's Aggregate Contribution?
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Based on research and experience on this topic, I can suggest some models that, if adapted to your reality, will certainly help you on this mission. However, be aware that by questioning hidden preferences, allow yourself to delve into the nuances of desired skills. Challenge yourself to define what really matters for team success. Instead of focusing on specific experiences, explore how the ability to facilitate open and constructive debates can be a more valuable indicator of success. Consider not only technical skills but also interpersonal skills that can enrich the work environment. Here are some examples:
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Focus on the value the person adds to the team:
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In addition to seeing the unique perspective, delve into the team dynamics. Ask yourself how different perspectives can challenge the status quo and drive innovation. Go beyond superficiality and investigate how each individual can positively influence group dynamics, fostering deeper discussions and more informed decisions. Consider specific cases where diversity of thought has led to creative and impactful solutions.
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Analyze shortcomings:
In the process of assessing gaps, go beyond technical competencies. Question behavioral competencies that may be missing. Avoid one-dimensional labels, such as the need for gender representation, and focus on how diverse experiences can contribute to the richness of the team's skill set. Analyze examples where diverse experiences have led to more comprehensive and effective solutions.
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Consider the Career Path:
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When evaluating professional trajectories, go beyond the superficiality of outcomes. Explore the lessons learned from challenges and failures. Ask how resilience in the face of difficulties can be a crucial indicator of aggregated contribution. Consider cases where determination and the ability to overcome obstacles have resulted in valuable insights for the entire team, transcending traditional achievements.
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Small Wins, Big Rewards:
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In the example I mentioned earlier, the company began to analyze not only the change in the selection process, but also how this change directly impacted team results. By exploring specific cases where diverse experiences led to small victories that, accumulated, resulted in major achievements. Note that this approach not only diversified the team but also positively influenced organizational culture and innovation capacity. Therefore, focus on questions where the interviewee describes their small victories achieved through diverse experiences in the team and how these directly impacted company results, influencing organizational culture and strengthening innovation capacity.
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Promote a Culture of Continuous Learning:
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To drive the development of a dynamic and adaptable team, it is imperative to foster a culture of continuous learning. In addition to evaluating candidates' technical skills, it is crucial to analyze how they demonstrate adaptability and the ability to learn from new experiences, especially within a diverse context. Promoting a growth mindset is essential to creating a culture of continuous learning. This involves not only seeking specific technical skills but also a willingness to tackle challenges, learn from mistakes, and constantly seek improvement. Encouraging this mindset from the selection process establishes the foundation for an agile team ready to evolve. Seek to identify how the candidate envisions promoting a culture of continuous learning, from recruitment to team development.
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Evaluate Social Impact:
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Consider how candidates' extracurricular actions and activities contribute to social well-being. Ask how their initiatives outside the workplace may reflect values of social responsibility and positive contributions to the community. This broadens the notion of success beyond traditional professional achievements.
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Generational Diversity:
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In addition to gender and ethnic diversity, including different age groups and life stories can enrich the team. Recognizing and promoting generational diversity is not just an ethical decision but a fundamental strategy to drive innovation, strengthen organizational culture, and tackle the dynamic challenges of today's business world. Valuing different life stories within the team is an investment in the company's long-term success. Therefore, combining experiences from younger and more experienced professionals can result in innovative solutions and a more dynamic organizational culture. Hence, do not fail to question how the combination of experiences among professionals of different age groups can contribute to innovation and the dynamism of organizational culture, and how this strategy directly impacts the company's long-term success.
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Evaluate Response to Ethical Challenges:
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Include questions that explore how candidates deal with ethical dilemmas. This not only highlights integrity but also reveals different perspectives on what is considered ethical. Evaluate how these views can contribute to a more comprehensive and ethical decision-making process within the company.
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In Practice:
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领英推荐
In pursuit of enhancing team performance, the company used as an example challenged its team to broaden the traditional definition of great talent. I remember that during a meeting organized by the company with the participation of leaders, managers, and executives, the HR director, in his lecture on veiled prejudices in hiring criteria, challenged the audience about the preference for professionals from renowned universities. At one point, he asked the participants who had studied at a prestigious university. Surprisingly, few raised their hands. Seizing the opportunity, he went further and urged participants to question this historical criterion more deeply. He demonstrated that association with a prestigious university was not an effective performance indicator in the company; it was merely an unconscious preference. In fact, many of the standout employees did not have diplomas from renowned universities.
It was from there that he managed to redefine the competencies and experiences truly necessary for the team's success. Identifying crucial skills for solving complex problems, instigating changes at high hierarchical levels, and effectively developing team members. It emphasized that none of these skills were tied to a diploma obtained decades ago.
Upon reexamining their own model of success, the team's hiring approach underwent significant transformation. They refined how they interviewed candidates, delving deeper into the essential competencies for the role, without clinging to details such as the name of the university attended or previous companies.
The results soon began to take shape. Managers began to foster a diversity of experiences and skills for the collective portfolio. Furthermore, redefining success provided the team with greater diversity in age, race, and gender. By unlinking from preconceived stereotypes, they promoted richer debates, explored new business opportunities, and identified strategic insights that would otherwise have gone unnoticed.
This approach also integrates the promotion of a culture of continuous learning, assessing candidates' adaptability and ability for constant learning. It considers the social impact of their extracurricular activities, expanding the notion of success beyond traditional professional achievements. Additionally, it highlights the importance of generational diversity and evaluating responses to ethical challenges as essential criteria for building a dynamic and ethical team.
I hope that with this article and the stories presented, I can inspire in you the transformation that occurs when we question our assumptions and recognize the added contribution of individuals. Small changes in perspective yield significant rewards, showing that the power of reflection extends beyond the professional realm, transforming the way we view the world and each other.
By challenging our own notions of success and embracing each individual's unique contribution, we not only build more innovative, dynamic, and ethical teams but also uncover the true power of diversity. In each conscious choice, we transcend the boundaries of "sameness," paving the way for a more promising professional and human future.
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Hello, I'm Marcello de Souza! I began my career in 1997 as a leader and manager of a large company in the IT and Telecom market. Since then, I have been involved in major projects to structure, implement, and optimize telecommunications networks in Brazil. Restless and passionate about behavioral and social psychology, in 2008 I decided to delve deeper into the universe of the human mind.
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Since then, I have become a professional passionate about unraveling the secrets of human behavior and catalyzing positive changes in individuals and organizations. A Doctor in Social Psychology, with over 25 years of experience in Cognitive Behavioral Development & Organizational Human Development. With a wide-ranging career, I highlight my roles as:
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Cognitive Behavioral Therapist: I use cutting-edge cognitive behavioral therapy to assist in overcoming obstacles and achieving a balanced mind.
Speaker, Professor, Writer, and Researcher: I share valuable knowledge and insights in events, trainings, and publications to inspire positive changes.
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My solid academic background includes four postgraduate degrees and a doctorate in Social Psychology, as well as international certifications in Management, Leadership, and Cognitive Behavioral Development. My contributions in the field are widely recognized in hundreds of classes, trainings, lectures, and published articles.
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