Unconscious bias can be a costly problem for organisations, particularly if it results in discriminatory behaviour related to a protected characteristic. With diversity and inclusion a hot topic, more organisations are aware of this issue. And they’re taking steps to better understand how humans make decisions about other people so they can build more inclusive workplaces.
How We Form Unconscious Biases
Throughout our lives, each of us gathers and categorises millions of pieces of information to help us make sense of the world and take quick decisions.
We use social identities – like gender, race, culture, profession, appearance, age, role, grade, education and hobbies – to classify the data we amass. We then apply positive or negative associations to each label we create.
Some of these categories are influenced by the media, the news and wider social influences that we are all subject to, like gender bias on TV programmes.
However, most people aren’t aware of the majority of biases as we all gather perceived negative or positive associations from personal experiences and influences.
All Biases Are Created Equal
We all have bias; it’s a normal part of how we, as humans, operate. However, we know there also are common cognitive biases that people are subject to:
- Affinity bias – we are more likely to apply positive attributions to someone we have an affinity with. For example, if we went to the same school as someone it can create a natural rapport or empathy. As we have an affinity, we are more likely to see the positive traits in them as they are ‘like us’ and we are more likely to trust them.
- Confirmation bias – our brains look for evidence to support what we already think is correct. So, if you think everyone from a certain group has a set of characteristics, you will look for evidence of this. Your brain is satisfied when it has confirmed the existing thought process and will not be motivated to look for further information. This confirms your bias creating a vicious cycle.
- Primacy effect – is when your first impression of someone tends to influence your future assessment of them.
- Halo effect – seeing one area of success in a person and thinking that they are successful on a wider scale. You see their halo, and this affects your overall impression. Not everyone else will see the halo and they will therefore be more likely to notice other behaviours that you can be blind to. The opposite of this is the ‘horns effect’ where we see one detrimental trait and it negatively influences our overall perception of the person.
Beauty bias – judging someone on their appearance. - Age bias – defining an individual on their age and making assumptions about their values, behaviours or ability.
- Gender bias – inferring a person’s qualities based on their gender; showing preference to one gender or asking gender biased questions, for example asking women about planned pregnancy or caring for family.
- Generational bias – each demographic will have been influenced by the media, TV, world events and social experiences of their era. This creates a shared view of the world for each generation. Failing to realise that other generations will have a different view causes a bias towards other demographics.
These are some of the different biases we can fall foul of. But how are these tendencies expressed?
Biases become obvious when we show preference to one person, for example, by recommending them for a promotion or hiring them. Biases can also play out in more subtle ways through micro affirmations or body language such as head tilts, smiles and listening.
Take affinity bias. It can be expressed in a team meeting by listening more attentively to someone.
Anyone not being actively listened to will feel this, which can lead to demotivation or perceived unfair treatment. Consciously listening to each team member can be a big step in overcoming bias and working towards an inclusive culture.
Recognising Blind Spots
Most biases don’t come from a place of bad intent. As we learn to reflect on our biases, it’s important that we’re kind to ourselves so we can recognise them and then reduce our biased behaviour moving forward.
It’s helpful to know that we all have a ‘bias blind spot’ that means we’re more likely to recognise biased behaviour in others. This is because behaviours or actions that are not in line with the way we think appear more pronounced.
So, when working with your teams and colleagues, it’s important to show tolerance when highlighting any prejudices. Holding each other accountable and calling out biased behaviour is essential in modern workplaces. And it’s most effective if we use it as an opportunity to learn and develop.
As organisations progress on their diversity and inclusion journeys, unconscious bias workshops are becoming increasingly popular. They can be a great way to identify unconscious biases and challenge unwanted behaviours in a positive way; helping organisations to manage risk and gain the benefits that a more inclusive workforce brings.
For further information and resources, visit our reading list for unconscious bias.
Get in touch with CMC Business Psychology Ltd to help your team identify their unconscious biases on 07594 946166 or at [email protected].
