The human mind strives for efficiency, which is why, in the intricate web of daily decision-making, it often resorts to mental shortcuts to navigate the multitude of daily decisions. We use shortcuts or heuristics in almost 95% of cases, and they serve as cognitive tools to guide our thought processes. However, what lies beneath the surface is their subtle interplay with unconscious biases. Understanding that interplay is a key step toward creating workplaces that transcend prejudice and foster an environment where each individual can contribute their unique thinking and knowledge. Although invaluable for quick decision-making, mental shortcuts are not immune to unconscious biases and can inadvertently accentuate existing differences and prevent a true appreciation of diversity, equity and inclusion (DEI) in an organisation.
In the dynamic environment of today’s organisational culture, it is DEI policies that become the cornerstone for encouraging innovation, collaboration and organisational resilience. Yet beneath the surface of well-intentioned policies and initiatives, unconscious biases often play a subtle but powerful role in shaping organisational dynamics and culture. By exposing and becoming aware of these unconscious biases, organisations open the door to building workplaces that not only celebrate the richness of diverse perspectives, but actively use them to create more innovative and successful teams, and thus businesses.
To understand the profound impact that unconscious biases have on the structure of workplace dynamics, it is important to become aware of them and recognise how they influence our decision-making. These prejudices are not monolithic; they manifest in multiple ways, shaping our perceptions and actions without express consent. Below are some of the unconscious biases in the workplace and tips on how to overcome them!
One of the most common biases that many women face in the business world is the sympathy bias. It is a phenomenon deeply rooted in social expectations surrounding women’s behaviour and character. Basically, it refers to a double standard where, on the one hand, a woman’s assertiveness can be unjustifiably associated with negative traits such as aggressiveness, egoism and reluctance to cooperate, because assertive behaviour is not subconsciously expected of a woman. In contrast, the same assertive behaviour in men is considered “natural”, appropriate, in accordance with the stereotypical expectation of the male role of leader, that is, the belief that it means “behaving like a real leader”. On the other hand, the pleasant and kind behaviour that is “naturally” expected from a woman will be considered a weakness in the decision-making situation for promotion to jobs of a higher level of complexity and leadership because it does not correspond to the subconscious vision of the characteristics of a leader. The likeability bias thus reduces the opportunities for advancement and negatively affects the perception of assertive women in the work environment. Therefore, whether they are assertive or kind, women will face biases of sufficient or insufficient likeability, and thus competence, which often has a negative impact on their careers.
The unconscious bias, due to which we have double standards in interpreting our own and others’ behaviour is called attribution bias, and it is characterised by the tendency to favour groups with which we identify. When faced with a negative outcome of our actions, the attribution bias causes us to attribute them to external circumstances, shifting responsibility to what we have no control over. Conversely, we will often attribute positive outcomes solely to our internal characteristics and abilities. The same applies to members of the group with which we identify. However, in the case of individuals and groups with whom we do not identify, we will attribute the negative outcomes of their actions to their internal characteristics and lack of competence, while we will attribute the positive outcomes of their actions to external circumstances.
Performance bias, a subtle but powerful unconscious bias in organisations, most often resurfaces during the performance appraisal process. It manifests itself in the tendency to perceive certain groups, especially minority groups, as less competent, which leads to a distorted assessment of their achievements. The fundamental assumption on which it rests, that one group innately possesses more abilities than another, can cast a long shadow on the professional path of individuals. Performance bias works insidiously, forcing individuals from marginalised groups to make disproportionate efforts to gain the same recognition as their peers. As a result of this bias, opportunities for growth, advancement and career building are hindered for those exposed to them.
Strategies for overcoming unconscious biases
In the long-term journey toward eliminating unconscious biases in the workplace, self-reflection stands as an indispensable compass to guide individuals along their path. Encouraging employees, from management to entry-level employees, to engage in introspective analysis of their actions, attitudes, and values serves as an effective strategy for uncovering biases that may go unnoticed. This process of self-examination allows us to understand the roots of our decisions and behaviour in different social scenarios, determine the sources of discomfort or fear, and discern the influences that shape our thinking. By fostering a culture of self-reflection, organisations pave the way for individuals to dismantle their own biases, creating a collective consciousness that becomes the cornerstone of a truly inclusive and just workplace where everyone has the opportunity to reach their full potential.
Students at Rutgers University in the US were offered a unique opportunity to participate in an educating program specifically designed to address issues of bias and conflict. The results of the research showed a significant contrast between students who attended the program and those who did not. Those who attended it showed a reduction in bias and a reduced tendency to stereotypical reasoning compared to colleagues who did not participate in the education. Such results highlight the potential impact of targeted educations, showing how structured initiatives can effectively contribute to mitigating bias and fostering a more inclusive environment.
Education is therefore the backbone for removing subtle obstacles that represent unconscious biases in organizations, especially within the management ranks. These biases, if woven into the fabric of decision-making processes, often go unnoticed but have profound implications for organizations’ diversity, equity and inclusion (DEI) efforts. Education supports self-reflection and thereby awareness of our own shortcuts that we have created throughout life in order to make decisions more easily. Since shortcuts are, figuratively speaking, beaten paths in the brain, through education we illuminate them and make people aware of the importance of change. The next step is to change the shortcut, that is, to create a new path so that the decision-making process continues to be fast, automatic, but unburdened by the biases that we have inherited through our own development path. Changes in the brain occur through the above process thanks to the phenomenon of neuroplasticity of the brain. Since every change happens slowly and starts with the first step, it is important in the organizational context to start first with management education. Our Inclusive Leadership educational program, which was created on the basis of many years of experience working with different organizations in the field of diversity, equity and inclusion (DEI), will equip the leadership in your organization with the knowledge and skills necessary for effective decision-making and management free from unconscious biases. By providing the tools necessary to create an organizational culture that not only appreciates diversity, but actively integrates it into the structure of the decision-making process, education prepares the leadership of any organization to be 21st century leaders.
