Looking Beyond the Labels Dan Robertson Director

In “As psychologists, we have learned that if we study hidden bias by the traditional method of looking for expressions of negativity or hostility directed against out-groups, we may fail to see the far more pervasive ways in which hidden biases maintain the status quo, depriving those on the bottom rungs of society of the resources available to the more privileged by birth and status.” Mahzarin R. Banaji

In “We're blind to our blindness. We have very little idea of how little we know. We're not designed to know how little we know”. Daniel Kahneman

Two inter-connected levels of thinking 3 key facts about bias Two inter-connected levels of thinking Patterns and associations become fixed within the neural networks of the brain – creating mental short-cuts or biases We add subjective value to patterns, creating associations based on a process of social categorisation

Social Identity Theory: Tajfel & Turner Social Categorization Tell us things about people Social Identification Adopting of identities and behaviours Conformity and group norms Social Comparison Compare with other groups to maintain the groups self-esteem This is critical to understanding prejudice We divided the world into in-groups (us) and out-groups (them) In-group will seek to find negative aspects of an out-group Stereotyping, tend to exaggerate: he differences between groups the similarities of things in the same group. Prejudiced views results in discrimination

In “A prejudice, unlike a simple misconception, is actively resistant to all evidence that would unseat it”. Gordon Allport

Avoidance: Ignoring, excluding, patronising… Extermination Physical Attack: Criminal damage, bullying, graffiti Discrimination in employment, housing, social care, goods and services Avoidance: Ignoring, excluding, patronising… sAnti locution: Bad-mouthing, gossip, negative images, and verbal abuse[

Conformity and power Goffman: Social labelling and Stigma Stigma is…behaviour, reputation or attribute which discredits a person or group. Difference between actual and virtual social identity.  People make assumptions based on interaction with other people Translate to expectations Expectations gradually become demands Conformity and power

In “By definition, of course, we believe the person with a stigma is not quite human. On this assumption we exercise varieties of discrimination, through which we effectively, if often unthinkingly, reduce his life chances”. Erving Goffman

Labelling and biases that affect organisational decision-making Affinity bias Confirmation bias Halo / Horns effect Representative heuristic Benevolence Impacts Who we hire Who we listen to How we allocate work The way we provide feedback How we provide informal support – coaching, mentoring and sponsorship How we attribute success / failure

Mary Rowe on micro-inequities… They are …”apparently small events which are often ephemeral and hard-to-prove, events which are covert, often unintentional, frequently unrecognized by the perpetrator, which occur wherever people are perceived to be 'different.'" 

Understanding Bias: Part 2: Insider and outsider dynamics in organisations Insiders Set the norms. Often don’t see their ‘group-ness.’ Benefit from unconscious bias. Outsiders Fit into the cultural norms. Very aware of group identity. Negatively impacted by unconscious bias.

Goffman and Covering   Covering is a strategy through which individuals manage or downplay their differences. Appearance: Covering up aspects of ones’ appearance, including attire and mannerisms. Affiliation-based covering: Not talking about ones identity or not wanting to support related work events or talks for fear of being outed. Advocacy-based covering: Not wanted to be to advocate for, or sticking up for your group’s issues or colleagues. This results in down-playing their own condition. Association-based covering: For instance, not wanting to attend employee network groups for fear of being exposed and discriminated against. Yoshino, K and Smith C. Uncovering Talent: A New Model for Inclusion. Deloitte University: The Leadership Centre for Inclusion. 2013

In “Clearly, the decision-making that we rely on in society is fallible. It's highly fallible, and we should know that”. Daniel Kahneman

Gordon Allport “People who are aware of, and ashamed of, their In “People who are aware of, and ashamed of, their prejudices are well on the road to eliminating them”. Gordon Allport

The only safe ship in a storm is leadership. Faye Wattleton

What inclusive leaders do Become a spokesperson for inclusive behaviour – meetings, Town-hall events, blogs… Actively connect with difference – coffee, lunch, team meetings Work with the principle of Amplification Make it safe to challenge Sponsor someone who is different from you Ensure work is allocated fairly They hold others to account to meet agreed goals and targets Adopt a personal principle and make it public

Dan Robertson Director Vercida Consulting.Com +44 (0) 7946 466 180 LinkedIn: Dan Robertson Twitter: Dan_Robertson1