Why I Stopped Providing Unconscious Bias Training
Dr. Tiffany Brandreth
Transformation Coach, Change Consultant & Keynote Speaker | Facilitating C-Suite Team Alignment, Cohesion and Peak Performance
I made the decision to discontinue delivering Unconscious Bias Training around 3 years ago because the traditional approach to such training is falling short in translating that knowledge into becoming a more inclusive colleague or leader in the workplace. This is why the vast majority of employees do not experience a more equitable or inclusive workplace. I want to clarify that I’m not discounting any facilitators or the value of their content. The outcome is a consequence of organizations not allocating the necessary time for comprehensive development in this area.
The purpose of such training is to cultivate new skills and enhance behavioral flexibility across diverse groups. However, due to the improper supports for these classes, participants are holding back for four primary reasons:
Additionally, many individuals are harboring justified skepticism about the possibility of real change occurring. These four deeply embedded fears are not adequately addressed nor analyzed before delivering any effort, let alone a workshop. It's essential to tackle these fears with expertise in order to overcome them and foster genuine growth. That is impossible to do with how human resources departments are complicit in this 'check the box' approach.
Leaders may attend one or two training sessions and leave with greater empathy, but these offerings lack essential components required for meaningful transformation and acquiring new knowledge for practical workplace responsibilities.
There are eight required elements necessary for any learning initiative to truly have ROI: Frequency, Familiarity, Reflecting, Discussing, Questioning, Validating, Practicing, and Coaching. Each of these tenets equip leaders and are a must have versus a nice to have, to not only understand cognitive judgments, which is the term I prefer to use in place of bias, but to actively practice inclusive thinking and actions in their day-to-day responsibilities.
The absence of these crucial elements lends itself to an irresponsible and negligent approach placing every employee at risk and the company in vulnerable danger. Without a well-established foundation, these learning mechanisms to set up a concept, follow through and then follow up with that single concept before another one is introduced, means tremendous consequences with high profile controversies such as Coca Cola's LinkedIn Learning 'Be Less White' and Uber's 'Don't Call Me Karen' class that resulted in the suspension of their Chief Diversity Officer.
These examples led to significant repercussions that have nothing to do with public fiascos for these brands.
Even Coca Cola's President's remarks indicated a disconnect from what is needed to support a learning initiative, especially in the context of bias. When he said,
"As we continue to evolve training, we know we won't always get it right, but we have learned from this experience. In fact, we have taken to heart one very key lesson - the importance of continuing to listen, learn and adapt, as together we work to refresh the world and make a difference," it missed the point.
That was not the lesson to be learned. I imagine, many people were offended by the inclusion of their brand messaging in this apology.
When any diversity training is delivered without these 5 standards:
Then psychological safety is being sacrificed and learning is compromised which means these trainings merely serve as a legal safeguard to demonstrate their efforts in potential discrimination lawsuits.
The lesson is that failure to consider cognitive, emotional, and competence in idea or concept readiness for any workshop session results in further division between people, heightened fear, and zero understanding. It only perpetuates existing, divisive perspectives that negatively impact DEI's purpose and mission.
The integrity of this work requires practitioners like myself not to contribute to these issues and that is why I stopped offering Unconscious Bias Training.
Chartering A New Course in an Unchanged Current State
With over two decades of experience in designing and facilitating training that links leadership and diversity, equity, and inclusion (DEI), I still persistently scrutinize, enhance, and adapt my methods. My fundamental motivation revolves around ensuring that even in constricted time limits, there is substantive, meaningful learning that inspires new perspectives and fosters whole growth in as many individuals in the room as possible. I am certain that I do not reach every person. So, I am constantly questioning myself, ‘how do I improve diversity, inclusion, and bias training?’
I re-examined and scrubbed through ten years of qualitative and quantitative research after training more than 100,000 leaders at all levels and with fresh eyes, began re-engineering diversity training to target cognitive stimulation as the means to bridging human connections. This approach was indeed contrary to ‘leading with the heart’ industry approach.
I shifted requests for Unconscious Bias Training and began suggesting let's instead focus on “Increasing Comfort and Confidence” and that my preference was “Competence Building Through Dilemma Complexity.” Delightfully, these redirections were met with receptivity most of the time.
The difference was remarkable and immediate. Individuals with various attitudes became more open, shedding their fear of judgment or making mistakes. Thoughtful questions were emerging and the concepts I introduced ignited their enthusiasm for further learning. Each time, the sessions effortlessly transcended their designated duration and participants remained engrossed and connected. Dare I even say (as I smile now), an eagerness to return.
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It was clear this yielded substantial, greater engagement and an incredibly more impactful learning experience. Paired with my DEI Death Zone? Research, these results were instrumental to constructing the DEI Intelligence Model. In a fascinating, unexpected twist, building this model was not my original intent.
DEI Intelligence refers to a comprehensive understanding of Diversity, Equity, and Inclusion both as separate and as intersecting principles, encompassing the knowledge, proficiency, and awareness to be its advocate, champion or practitioner depending upon one's level of responsibility.
DEI Intelligence goes beyond its theoretical concepts. It is about forging a powerful connection and congruence between the human and the leader within; about living and embodying the principles of equity and inclusion so that you are a beacon of change and inspire others to do the same. It's a journey of the mind first and then the heart and soul will follow, that will allow your words, behaviors, actions, and decisions to model upholding and uplifting DEI in the workplace.
An imperative intelligence for every leader's success in today's workplace.
The DEI Intelligence Model's Architecture
The development of this model was a path that unfolded before me, one I couldn't have foreseen, and yet, every facilitation workshop activity with senior leaders or group of professionals, beckoned me to follow along its uncharted course, emphasizing the notion that a grand plan unfolds in its own time, defying our expectations and teaching us to embrace the timing of its revelations. Metaphorically, this endeavor I believe was decades in the making but in literal terms of a timeline, it took 12 months.
In that year, the framework’s philosophy, methodology, and structure were meticulously being constructed, rigorously assessed, pilot tested, and deployed under great scrutiny. It was only when I had unwavering confidence and evidence of its integrity and efficacy, without any further modifications to incorporate, that I deemed it meeting the standard of excellence ready to publish.
Releasing it last year, I have since utilized it as THE primary learning framework for all topics whether direct or adjacent to Diversity, Equity, and Inclusion.
In its carefully deconstructed triad of components – Individual, Interpersonal, and Institutional levels – you will discover the intersection where professional mastery, personal development, and systemic transformation converge:
These individual models are intricately linked, forming a cohesive framework. Specific components are taught through an ingredient rich composition, crafted formula that guides one's journey from cognition to practical application to real-world impact. The core principles of this path are concept continuity, progression, and interconnection, ensuring an experiential, interactive, and self-reflective quest. This stays consistent, whether the training is conducted once a year or condensed into a brief two-hour session, without certainty whether further opportunities for participants to continue their learning will be offered.
The beauty lies in its ability to meet any individual, leadership team, or organization at its readiness level – if you have hours or days, it will guide you toward a more inclusive future. It's a groundbreaking approach to collaborative learning on complex, contentious, and sensitive subjects, transforming them into stimulating, respectful, and provocative conversations.
I wholeheartedly believe that if each HR and DEI professional, as well as every People Leader, were to embrace all or parts of this model relevant to their roles as their lifelong pursuit for knowledge and growth, in doing so we can turn the term "transformation" from mere rhetoric into a tangible reality.
Presently, the rate of voluntary participation in diversity training or initiatives languishes at a mere 5% - 13% at most of its workforce, a disconcerting trend I am tracking through my research in global, North American, and statewide corporations. It's a stark reminder of the uphill battle we face.
A Call To Action
As I reflect on this fascinating journey of disrupting DEI's strategic approach and comfortable norms, it is clear that our approach to learning in this crucial domain must evolve.
My decision to discontinue Unconscious Bias Training was not a step backward but a leap forward. It was driven by the determination to contribute at great significance even if only minutes are offered, that somehow can still deliver profound metamorphoses across every organization. In a society where time is a precious commodity, especially within our workplaces, I feel an unwavering, inherent duty to make every moment of learning count.
The time for change is now. For those who feel the same urgency to entirely reshape the current course and trajectory of diversity, equity, and inclusion, please reach out to me for your DEI Intelligence Training and let’s revolutionize learning and development.
The DEI Intelligence Model is not just an educational tool; it's a catalyst for action and a promise of transformation.
?#Equity #Inclusion #Leadership #DEI