1. Looking Beyond the Labels
Dan Robertson
Director

2. 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

3. 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

4. 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

5. 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

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

7. 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[

8. 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

9. 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

10. 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

11. 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.'" 

12. 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.

13. 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

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

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

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

17. 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

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