Unconscious Bias: Diversity and Inclusion's Final Barrier

Business leaders have witnessed a renaissance in the last few years that champions workplace diversity and inclusion (D&I). These changing attitudes mirror a strong desire for the business world to evolve into a dynamic ecosystem that prioritises diversity, equity, and inclusion for all but is also self-aware in acknowledging its faults regarding diversity and accessibility for people of all backgrounds and abilities.

We've already discussed how D&I is not a trend and how it can birth innovative solutions that drive organisations forward. However, one final barrier can prevent D&I from becoming a crucial part of the global workplace. This obstacle is known as unconscious bias.

What is unconscious bias?

A term that all business leaders and their teams should be aware of, unconscious bias (also known as implicit bias) is a phenomenon that occurs when people make judgements about others based on their race, gender, age, or other factors. These judgements are performed subconsciously and, if left unchecked, can lead to discrimination and unfair treatment of others within a work environment.

The unconscious bias we harbour within ourselves is rooted in our culture, upbringing, and societal expectations. It is a result of our experiences and interactions with others, both of which influence our decision-making process in and outside of the office. Of course, the very thought of acknowledging our unconscious biases is enough to strike fear in the hearts of business leaders and employees alike, but, to a degree, biases can't be helped.

Humans are predisposed to judgement

Psychologist Daniel Kahneman – a leading voice in the behavioural sciences sector – broke down the human brain's decision process into two sections dubbed?System 1 and System 2. The former deals with intuition and automatic decisions made in response to external factors such as warning signs. The latter covers more complex decisions that require deliberation and critical thinking.?

We need both systems to help us make decisions. However, the problem here is, quite literally, rooted in our psyches. Unconscious biases stem from System 1 and manifest as preconceived notions that influence how we perceive others and how we conduct ourselves around and towards them.?

This penchant for biased perceptions legitimises unconscious bias in the workplace, making it a long-term problem for groups of people on the receiving end of these hastily made judgements.???

Implicit bias is a kaleidoscopic issue

Organisations are the sum of their parts. Whether we occupy managerial positions in multi-billion-dollar companies or are just starting to walk the path of our business's journey, we and the people we work with are the building blocks that keep our companies operating through the highs and the lows.

Employees at inclusive workplaces are?10 times more likely to be innovative. As a workforce, we have proven that D&I is the driving force behind successful operations. Inclusive cultures equate to better business despite the number of implicit biases that exist within society.

By their nature, the following unconscious biases escape our conscious awareness and manifest in the workplace as hurdles that stall organisational progress:

Conformity bias?

Conformity bias is a natural inclination to follow the crowd, especially in the workplace. This can have detrimental effects on the business by limiting the efficacy of discussions and mitigating perspectives.

Beauty bias

Beauty bias, or "lookism", is the tendency to judge people based on their physical appearance. It is present in hiring processes and affects women and men.

?Confirmation bias

Confirmation bias refers to when people interpret and twist information to confirm their preconceptions. This bias can be damaging in the workplace, as it can lead to poor corporate decisions.

Affinity bias

Affinity bias (or similarity bias) occurs when people favour others with similar experiences, interests, beliefs, or cultural backgrounds. Affinity bias can drive a wedge between an organisation and its diversity and inclusion efforts, effectively pooling like-minded people together to the exclusion of others.

Ageism

Ageism is the belief that a person or group is inferior because of their age. Ageism can be found in many forms, from the idea that older workers are less capable in their roles to the assumption that younger workers are inadequate.

Horns effect

The horns effect is when people single out a negative trait about another person, perpetuating stereotypes, ostracisation by co-workers, and company fractures.

Gender bias

Gender bias (sexism) promotes favouritism or a negative outlook toward a specific gender. It applies stereotypes to certain groups of people and manifests as disrespectful behaviour within the workplace and in the hiring process. Like with all forms of unconscious biases, gender bias can impact anyone in the business landscape, especially women with?32% of female entrepreneurs having experienced sexism.??

The above-mentioned biases are only a fraction of what today's employees experience in the workplace. For decades, implicit bias has been the splinter poking into companies' sides, and very little had been done to remove it. Nowadays, it's a different story. Time has shown that corporations thrive from D&I, and organisations worldwide are actively working to stamp out unconscious biases before they further damage workplace cohesion and processes.??

Unconscious bias training: Reaching the light at the end of the tunnel

If actions speak louder than words, then raising awareness of the biases that plague our businesses, and learning how to combat them with practical solutions, is a shout that will reverberate further down an organisation's line and across time.?

Reducing biases in the workplace should be a top priority for business leaders in 2022 and beyond. We have the materials to educate ourselves and our teams on implicit biases, but we also need commitment and a block of time to consume and digest the information.

At face value, unconscious bias training is a workshop or training session that educates participants on implicit biases, where they come from, how and why they impact businesses, and strategies for mitigating them for a more harmonious work environment.?

While there is truth to this, UBT should be viewed as more than time away from work. It offers businesses a safe space for self-reflection, encouraging participants to acknowledge and confront their biases and the privileges awarded to them by society.

It's not a time to point fingers or reopen old wounds. Instead, companies can invest in?UBT sessions to strengthen the ties between employees across the business, from C-suite staff down to new hires eager to make their mark on the organisation and its customers.?

UBT levels the playing field and clarifies that everybody is capable of biases – they are not ideas we consciously subscribe to. We are programmed to believe them, and only once we know their existence can we do better and rid ourselves of them.????

What can businesses do to eliminate unconscious biases in the workplace?

Acknowledging our faults is a confronting experience that many organisations and employees may struggle with. This is understandable. However, today's and tomorrow's companies can no longer afford to sweep shortcomings under the rug or tape them with Band-Aid solutions that will not benefit operational and staff well-being in the long term.?

Apart from investing in unconscious bias training, business leaders and organisations can work to mitigate and remove biases from their work environments by performing the following actions:

• Promote positivity?– we should already be cultivating workplaces that run on positivity and optimism. However, maintaining a positive outlook on employees can reduce the likelihood of backhanded or discriminatory comments that single out individuals when working to overcome unconscious biases.
• Stay alert?– unconscious biases manifest from anyone and can happen everywhere. We must be vigilant, spot them as they appear, and speak out in others' defence.
• Re-evaluate workplace processes?– asking ourselves questions such as, "How do we hire?" and "Who is assigned to what project?" can help us identify and correct biases that may have crept into our processes.
• Communicate and enforce penalties?– employees need to be aware of the consequences the organisation imposes for workplace discrimination. Actively enforcing these rules should be a top priority for managers and leaders across the business landscape.
• Focus on data when making decisions?– preconceived?ideals?and stereotypes should never be a part of a business's decision-making process. Information and data reflect the reality of a company's performance and the success of its services and products.
• Celebrate peoples' differences?– taking an interest in our teams' cultural identities, religious beliefs, past experiences, and more will help us to understand and appreciate the individual perspectives that make up our businesses.
• Organise team building days or sessions?– placing staff in situations where they are relaxed and comfortable to be themselves will allow companies to grow closer and make everyone feel valued.
• Do not engage in favouritism?– it is essential to avoid giving preferential treatment to specific employees or teams. Doing so will only reinforce the idea that some people are more important than others, resulting in low morale and loyalty from the ignored party.

It might seem like a lot of work, but the actions companies can take to reduce unconscious biases will unfold organically. After the initial jumpstart, organisations will notice that diversity and inclusion will weave themselves naturally into workplace environments and procedures.

Whether we reach out to?employees of other backgrounds to learn more about their culture or?organise a multicultural potluck lunch, organisations have the means to prioritise D&I to support their staff – we don't need permission to do away with our unconscious biases, we just need to take the initiative.

One step forward, three leaps into the future

In today's business climate, where diversity and inclusion have evolved from buzzwords to calls to action, companies are advancing their D&I strategies by leaps and bounds. With their employees' voices at their backs, organisations are proving that their value is not solely reliant on services and products; instead, their employees' unique perspectives are the glue that keeps operations running and innovative.?

Unconscious biases have been engrained within us because of what society, our heritage, and our experiences have taught us. Ridding ourselves of these unproductive thoughts takes time and profound depths of personal reflection.?

We don't have to do it alone. By standing alongside our diverse teams and asking for their input, we can learn about the world and find new ways for our organisations to support it. I'm ready for the future. Are you?