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Saturday
May212016

Unconscious bias – what do we know about it and what can we do about it?

Unconscious bias is a topic generating real interest.  Perhaps, we are interested because the idea of such bias is both frightening and reassuring.  Frightening because if it is unconscious, how are we to avoid it?  Reassuring because, at some level, we may perceive unconscious and unintended bias more preferable to intentional and conscious bias.   

So what do we know about it?

The research on unconscious bias is coming from areas including social psychology, neuroscience and behavioural economics. From the Neuroleadership Institute, researchers Lieberman, Rock and Cox (2014) describe, 

“Biases are the invisible air we walk through – exerting their influence outside of conscious awareness, adaptive mechanisms evolved to help us make quick, efficient judgments and decisions with minimal cognitive effort.”[1]

We aren’t conscious of the overload of inputs our brain is receiving compared to the relatively small amount we are able to process but the difference is massive.  Our brain provides us with a way to make the fast decisions needed in the middle of this overload.  As Heidi Grant Halvorson[2] describes we use a “speed-versus-accuracy trade off” and we make assumptions or associations.

Sometimes those assumptions or associations might be accurate and helpful but in the world of diversity and inclusion we are becoming very aware of the unhelpful and dangerous power of some assumptions.

The work of research psychologists at Harvard, Washington and Virginia universities highlights that many people hold implicit associations[3] linking gender and race with unconscious positive or negative implications.  Their Implicit Association Test (IAT) shows we tend to see those like us (race or gender) as positive and those different to us as negative.  

In organisations the risk of these biases subtly influencing and forming barriers towards creating a diverse and inclusive culture is real.   In recruitment the ANU research[4] using resumes with different ethnic names shows a bias towards those with Australian sounding names.  In interviewing situations HR textbooks[5] warn of the risk of bias with interviewers influenced by applicant appearance, previous knowledge about the applicant or when a connection is made with the interviewer – same university or school. 

At a time when many organisations are aware of the benefits of diversity[6] and are seeking to select and promote in a way that enhances diversity we are becoming very aware how difficult it is to do that. 

Unconscious bias isn’t just about assumptions or prejudices towards people; our brains are also biased to act in certain ways of thinking.  We take mental short cuts, easily leaping to wrong conclusions not just about people but also about problems.

At a time when we need accurate and creative solutions to problems we are becoming more aware that may of the solutions our brains generate are limited, or worse, just plain wrong.

 So what can we do about it?

 Increasingly organisations are offering unconscious bias training where trainees become aware of these biases and the risks of making decisions based on unchecked assumptions.  Over 14 million people have completed the IAT[7] described above to gain feedback on their own implicit assumptions.

And yet … 

One of the most negative findings to emerge from the neuroscience literature is the lack of impact unconscious bias training appears to be having on behaviour. 

We often assume that learning is occurring when trainees become aware of biases and we assume that will lead to change. 

Sadly the research is showing raising awareness is practically useless.  Lieberman e al (2014)[8] cite a number of research papers which support this finding. 

So what can we do to break bias and how can we design learning to be effective? 

As I design and develop cultural intelligence programs for my clients and think about the impacts of unconscious bias, I place real importance on the sections on CQ strategy.  That’s the ability to plan action steps before we go into a situation where a bias might take effect, and to plan in advance how we will respond.  CQ Strategy also encourages perspective taking – stepping into another person’s thinking and seeing things from their perspective and mindfulness, moment by moment awareness of self and others.

My reading would suggest that these are potentially powerful learning steps in the face of unconscious bias but I want to know more. 

And that’s why I will be attending David Rock’s workshop at the 2016 AHRI National Convention. As the founder of the Nueroleadership Institute and one of the researchers quoted in this blog he is a thought leader in this field.   For a full day pre-conference August 3rd he will be presenting on NEUROLEADERSHIP: RETHINKING HOW WE LEARN AND BREAKING BIAS.  

This is an opportunity to hear the latest in research findings and strategies around effective learning and unconscious bias.  I hope to see you in Brisbane in August where we can discuss these ideas further.

This blog first appeared on the AHRI National Convention Blog Trisha will be blogging for AHRI in the lead up to the Convention and will attend David Rock's workshop as a guest of AHRI. 

 


[1] Lieberman, M. D., Rock, D., & Cox, C. L. (2014). Breaking bias. Neuroleadership, 5, 1-19.

 

[2] Grant Halvorson, Heidi. (2015) No One Understands You and What To Do About It.  HBR Press, Boston, MA

 

[3] https://implicit.harvard.edu/implicit/education.html

[4] http://library.bsl.org.au/jspui/bitstream/1/1141/1/Does_racial_and_ethnic_discrimination_vary.pdf

 

[5] Stone, R. (2014). Human Resource Management. 8th E. Wiley & Sons Australia.

 

[6] http://www.cicollective.com/blog/2016/2/19/benefits-of-diversity.html

[7] https://implicit.harvard.edu/implicit/takeatest.html

[8] Lieberman, M. D., Rock, D., & Cox, C. L. (2014). Breaking bias. Neuroleadership, 5, 1-19.

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