Presence came together to discuss implicit bias/unconscious bias and how it impacts hiring, retention, and our experiences in the workplace. Lindsay Murdock, Inclusion Strategist discusses why we have bias, history of bias, and actionable items individuals can takeaway to combat their own biases.
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Implicit Bias Training
1.
2. Lindsay’s Previous Bias Work
• Increase women in STEM through Implicit Bias
trainings
• 9% increase overall
• 11.9% increase in STEM
3. Lindsay’s Previous Bias Work
• Form of cognitive short cuts
• Can be a good thing, streamline decision making
• 11 million bits of info/ second - can only process 40 bits/ second
• Good to rely on some (fire = dangerous)
• Others can be more problematic (voting all one way w/ no research)
• Some we definitely need to question why they’re there, and how
they got there
4. Implicit Association Test Review
Developed as device to explore unconscious roots of
thinking & feeling
Interpreting results:
Not prescriptive
Simply a way to understand pathways our brain
creates without us thinking about it
Can be changed with conscious effort
5. What exactly is implicit bias?
Form of cognitive short cuts
Can be a good thing, streamline decision making
11 million bits of info/ second - can only process 40 bits/
second
Good to rely on some (fire = dangerous)
Others can be more problematic (voting all one way
w/ no research)
Some we definitely need to question why they’re
there, and how they got there
6. How do we learn bias?
• Socialized from an early age
• Through different mediums
• Video on socialization,
“Black doll, white doll”
7. Outcome?
Continues to uphold unequal structures
Lulls into sense that “this is the way it is” so we don’t
criticize
Fuels our bias & assumptions we make on people's:
Character
Qualifications for public office
Effectiveness in work place
8. Common Bias in Hiring
Resume/ LinkedIn
Class Bias
LGBTQ Bias
In-group Bias
Projection Bias
Effective Heuristic
Interview Process
Projection Bias
Selective Bias
Expectation Anchor
Effective Heuristic
11. Performance Bias in Gender & Race
GENDER
• Blind auditions
• Identical Resumes
• Overestimated for men
with traditionally male
fields
RACE
• Identical resumes with
black & white sounding
names
• Even more pronounced
when customer facing
roles
12. Impact of Performance Bias
• Fewer opportunities
• Held to stricter standards
• Self Fulfilling Prophecies
• Women & URM judged based on what they’ve
done, men judged on potential
13. Impact of Performance Bias
• Fewer opportunities
• Held to stricter standards
• Self Fulfilling Prophecies
• Women & URM judged based on what they’ve
done, men judged on potential
15. Performance Attribution
• When working together, men get more credit
for same work
• Men judge themselves 60% more qualified
with same qualifications
• See this with job applications as well
• Males attribute success to their own skills,
women attribute it to help they get from
others
16. Impact of Performance Attribution Bias
Impact on women from
others
• Don’t get the same credit
• Interrupted more
• Blamed for mistakes more
often
Impact on women from
themselves
• Imposter syndrome
• Lower Self Confidence
18. Competence/ Like-ability Tradeoff Bias
Impact on women from
others
• Don’t get the same credit
• Interrupted more
• Blamed for mistakes more
often
Impact on women from
themselves
• Imposter syndrome
• Lower Self Confidence
19. Impact of Competence/ Like-ability tradeoff
• Double bind for women, especially in leadership
positions
• Can’t be too aggressive or they’re “bitchy” can’t be too
soft or they’re “emotional”
• The same attributes that folks deem imperative for
male leaders, become negative for women leaders
20. Combatting the Tradeoff
• Push back on like-ability penalty where possible
• Recognize accomplishments
• Watch words like: aggressive, pushy, abrasive, bossy,
demanding, style
26. Research Based Suggestions | Hiring
• Structured Decision Making
• Set clear criteria related to job performance before
hiring
• Set objective standards in advance for evaluating
performance & assigning projects
• Make these transparent
• Stop & think before making “people-decisions” when
in stressful situations
• Encourage accountability to explain decisions for
hiring, evaluations, peer reviews and any other
decisions about people
27. Research Based Suggestions | In The office
• Set ground rules for meetings to ensure all voices
heard
• Develop practice to cease interrupters so everyone
gets their input
• Rotate responsibilities for “second shift” and office
tasks
• If you see something, say something
28. What You Can Do
• Take note of your 1st impressions of people - are they
based on stereotypes or unconscious bias?
• Point it out
• Empower others to call out unconscious bias by
calling it out yourself
• Actively solicit input from folks, if you get feedback,
say “thanks”
• If you get it wrong, apologize
29. 2 Strategy Solution to Override Bias
• Change implicit associations
• Educate self
• Diversify media
• Consciously override biases
• Both will lead to more effective judgement
30. 2 Strategy Solution to Override Bias
• Change implicit associations
• Educate self
• Diversify media
• Consciously override biases
• Both will lead to more effective judgement