Bias manifests in lots of ways. Implicit bias is insidious because it is experienced in the attitudes and actions of (often) well-intended people whose attitudes and actions result in favoring in the ‘in-group’ and disadvantage the 'out-group. ' At best, I have found implicit bias to be largely rooted in cultural assumptions about ‘the other’. I have also seen it interplay with cognitive shortcuts (such as using proxies) and with privilege (e.g., of group membership, status, gender, accomplishments) or lack thereof.
Implicit Bias is distinct from explicit forms of prejudice because it can take place without an intention of discrimination. It has lasting consequences perpetuating a status quo and taxing the wellbeing of everyone. These are some of the reasons it’s important for everyone to call it out, and take actions to address it individually and in organizations.
Implicit bias can be experienced in how one thinks about a problem, in a casual conversation, or in how decisions related to selection are made. Consider the following statements made in casual conversations by well-intentioned, liberal, competent professionals:
· “You can’t have it all.” (Told by senior woman to a junior colleague in reference to having children.)
· “She declined to direct this particular initiative. Is she even interested in leadership positions?” Or “She is such a good individual contributor. I don’t know how well she’ll do as a director.”
· “Fortunately, we ensured that diverse candidates got a fair shake in this recruitment. We had Persons X and Y interview them.”
· “As you can imagine, this is a very demanding job for a new parent like yourself.” (Describing decision to select someone else to a key role.)
· “Wow. [company name here] did that for you. The company would never do that again.” (Told by a senior staffer to a colleague who is the youngest, and is an immigrant, to occupy a senior role.)
· “You should all get try to be there for the weekend too. Don’t be cheap and just go for the conference.” (Director talking to his team-- people on the team had children or couldn't afford the weekend getaway.)
· “You guys are [elite institution name here] grads. It must be hard for you to imagine what it’s like to be poor, but….” (Manager in an event onboarding new employees.)
Ask Yourself: In the above statements, what is the underlying assumption(s)? How do you think the statement was received? Imagine if the speaker or listener come with different backgrounds. Mix it up? Is the impact same? Different? How?
Strategies to Respond to Bias
Conquering bias that you experience:
A. Uncover and Educate: re-frame the question, or ask a clarifying question that brings to light the assumption/motivation/intention behind the statement; e.g. “What makes you say that?” or “That’s an interesting comment. What do you mean?”
1. Ask your questions in order to get the other person to think more about what they said:
a. Their assumptions?
b. Their motivations?
c. Their intentions/goals?
B. Be a “Whistling Vivaldi”: shatter the stereotype by demonstrating superior knowledge, skill or networks.
C. Create an Alliance. Early. And Use It. Use sponsors and others who can speak on your behalf to dispel assumptions about your intentions, motivations and also to cheer your accomplishments. Have them be in your meetings, echoing your positions. Reciprocate.
Conquering bias that you see (or do!) :
I include below an incredible set of 5 tips that Anne-Marie Slaughter’ gave in a keynote at Beyond Bias conference at Stanford, March 3, 2017.
1. Always give a woman/ colleague of color credit when they deserve it.
2. Make sure that all the women and people of color at the table have a chance to speak.
3. When a woman/person of color is speaking, listen in a way that communicates to them and all others in the room that you are actually interested in what she/he has to say. Do so by leaning forward, making eye contact, acknowledge what s/he said and asking follow-up questions.
4. If a woman or a person of color is interrupted, forestall the interruption (“Hold on, I’d like to hear the rest of what X was saying”) or go back to her/him (“OK thanks. X, could you please complete what you were saying?”).
5. Never assign the lower-level tasks to a woman or a person of color. Have an agreed-upon process to take turns. Or, always give the task to a man.
Conquering bias as an Agent of Change:
1. Understand the power of expression: Remove bias signals and triggers from your language, and from your environment. Point to it in language/expressions in your written, virtual and physical environments at your workplace.
2. Get out of your comfort zone: Develop self-awareness of your assumptions and boundaries. Recognize that everyone carries biases, including those of us who are marginalized because of group membership. Push your boundaries and prove yourself wrong. Be willing to take risks with some unknowns. Encourage same in others. Know that it as a developmental journey we all take.
3. Be clear on your goal: No one person can fix everything. Pick achievable goals of change and make them happen, one at a time. Celebrate each accomplishment in a meaningful way. Re-group before your next round. Be careful of scope creep or fighting a whole war.
4. Use your emotions (vs. letting your emotions drive your actions): don’t act out of anger. If you get upset, suspend your action until you’ve calmed down. Yet, also be quick on your feet and even show anger when it serves a specific function you recognize (i.e., show anger when you know you are in control of your expressions of anger).
5. Be and take care of yourself: follow your purpose and listen to your authentic self. Treasure your inner resources for spiritual and physical nourishment and outer sources of fulfillment and happiness. In Debra Meyerson’s terms, be a tempered radical.
Bias is about the recipient as much as it is about the actor delivering a biased posture and also about the environmental cues that build-up a biased work climate.
Bias remains a concern in diverse organizations that have recruited well but yet haven’t learned to appreciate and work across boundaries, differences and see the value of those differences.
We move in the world as ‘whole selves’ with experiences, histories and group/culture memberships that signal certain privileges, struggles and adversities.
Don't the same expressions can have different meanings to different people? The different meanings make it difficult to realize one's own implicit bias. Imagine how hard it would be for the recipient to point it out.
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