Leadership and Executive Development for women of all races, cultures and backgrounds
Issue link: https://diversitywoman.epubxp.com/i/343997
We Mean Business > Tis science fundamentally changes the way diversity must be implemented. In studying workplace practices, the re- search shows that a tremendously high percentage of workplace decisions that deferentially impact one group of people versus another are the result of these subconscious biases—biases that most of us hold. However, oftentimes a pre- ponderance of diversity eforts focus on the smaller percentage of people who consciously discriminate. Tis disso- nance can create greater defensiveness on the part of people who are "accused" of bias when they don't even realize that their actions are being directed by it. Tis new understanding calls for difer- ent strategies on the part of diversity prac- titioners. As recognition of subconscious bias has proliferated in the diversity feld, many practitioners are introducing work around combating it within corporate systems. Unfortunately, however, it is often presented through the lens of the old "good person/bad person" paradigm. In other words, it becomes just another accusation that can leave people—and, in this case, many more people—feeling defensive instead of open and engaged. Making it clear that bias is common to everyone enables people to connect uni- versally and encourages inclusion. Te good news is that while it may not be possible to eliminate bias, there ap- pear to be ways to identify and navigate it. Tese strategies can help people re- duce the impact of bias on their decision making. 1 Recognize and accept that you have biases. Guilt and shame do not transform behav- ior. Responsibility does. Carl Jung said, "We cannot change anything until we ac- cept it. Condemnation does not liberate, it oppresses." Once people accept that they have biases, they can begin to learn to navigate them in ways that mitigate their impact. 2 Develop the capacity to observe yourself in action. Learning to watch oneself in action can be helpful in mitigating the impact of bias. Are there patterns of people or situations that trigger a reaction? Do certain people trigger a reaction more than others? 3 Practice "constructive uncertainty." Most business cultures tend to op- erate on urgency, which can force people to make quick decisions rather than thoughtful ones. Learning to slow down decision making, especially when it in- volves people decisions, can help reduce the impact of bias. 4 Explore awkwardness and discomfort. Te greatest opportunities to explore bi- ases occur when they are causing discom- fort. And yet those can be the times when people retreat to feel safer rather than en- gaging. Learning to develop strategies for constructively engaging at times like this can fuel inclusion. 5 Expose people to exemplars from groups that are especially prone to bias. Research shows that one of the most efective ways to subtly reduce biases against a particular group is to expose people to positive role models from that group. Tat is why stories shared during Black History Month and Latino Heri- tage Month, for example, are still valu- able. However, it is far more valuable to share images and references on a daily basis. 6 Establish ways to give and receive feedback. Creating a safe space for sharing feedback is critically important. Because nobody is aware of all of his or her biases, having an environment in which people can be hon- est with one another and establishing clear metrics that can provide feedback can help build inclusiveness. 7 Take a systems approach to inclusion work. All too often, diversity work has been characterized by a series of events, such as diversity training programs, spon- sored diversity get-togethers, or interna- tional food day in the cafeteria. Activities like these are helpful as part of an overall efort, but on their own, they will not transform the culture of the organization into an inclusive one. Tat can only happen when every part of the organization's systems and struc- tures is reviewed. How are people recruit- ed, interviewed, and brought into the system? How are job assignments and promotions handled? Who gets opportu- nities for coaching, mentoring, training, and development? What metrics are we measuring? How is more consciousness embedded into the talent management system? How are interactions with cli- ents or customers handled? Tese ques- tions and others need to be asked. It is also possible to develop performance support and decision tools in each of these areas to assist people in developing more consciousness. However, this takes focus, time, and commitment—and full company leadership buy-in. Inclusion can be systematically devel- oped, but it will take a new kind of think- ing to take organizations to the next level. As Albert Einstein famously said, "We cannot solve our problems with the same thinking we used when we created them." DW Howard J. Ross is the founder and chief learning ofcer of Cook Ross Inc. and the author of Reinventing Diversity and Everyday Bias. Making it clear that bias is common to everyone enables people to connect universally and encourages inclusion. 26 D I V E R S I T Y W O M A N S u m m e r 2 0 1 4 d i v e r s i t y w o m a n . c o m THINKSTOCKPHOTOS