1. Dealing with Difference
Minimizing Unconscious Bias to Recruit and Retain the Best and the Brightest
25 January 2018

2. Panelists Lory Barsdate Easton Howie Schaffer 26 years in BigLaw
Mass torts defense lawyer
DC Diversity Committee chair
Psychology student
Howie Schaffer
Principal, Bonanza Communications
Inclusion, Identity, Leadership & Organizational Culture

3. The Psychology of Diversity
Subconscious cognitive and psychological processes influence our social interactions
Implicit bias
Stereotype threat
Racial anxiety/difference anxiety
Can we “eliminate” implicit biases?
Elucidate
Minimize counterproductive effects

4. Implicit Bias What it is: Mental shortcuts
Automatic associations
IAT (
Unconscious
Hard-wired
What it is not: Racism (belief in the superiority of a particular race)
Nonetheless, it can lead to discriminatory behaviors

5. Implicit Biases and Evaluation of Merit
Bias “blind spots”
Paradox of meritocracy
Cognitive resource management
In-group favoritism
Implications for recruiting, training, evaluation, compensation, retention

6. Mental Shortcuts Associative coherence Confirmation bias Halo effect
Anchoring & priming

7. Racial Anxiety/Difference Anxiety
Stress reactions during encounters with members of an “outgroup”
Form of anxiety specific to intergroup interactions
Influences emotions, behaviors, and thoughts
Divergent goals for impression management
Cognitive depletion
Triggers physiological changes

8. Stereotype Threat
Occurs when a person is concerned that she will confirm a negative stereotype about her group
Distraction, stress reaction, cognitive depletion
Persons in a stereotype threat situation may not perform to the best of their abilities
Claude Steele, Whistling Vivaldi: How Stereotypes Affect Us and What We Can Do (2010)

9. What Can We Do? Raise awareness
Consider best practices (accountability, formal systems)
Create opportunities for new associations
Heterogeneous groups
Inter-group contact
Speakers, visits, conversations, joint projects

10. Additional Take-Home Points
Be willing to examine the meritocracy
Allow time for careful review
Encourage focus on the individual
Watch out for groupthink
Purposefully expand your in-group, and support ways for others to do likewise

11. Generational Differences
Baby Boomers are working longer
Gen Xers are eager for next career steps
Millennials will be 75% of U.S. workforce in less than ten years

13. Baby Boomers: What Do They Want?
Less conformity, more self-actualization
Position, perks & prestige
Gratitude for what has been built
Retirement security
Part-time roles
Respect for experience
Professional legacy

14. Gen Xers: What Do They Want?
Job security & recognition
Accountability
Measurable impact of their work
Work/life balance
Remote work
Enjoyable work
Predictable schedules
Clear boundaries

15. Millennials: What Do They Want?
Immediate responses, instant feedback
Transparency
Meaningful work
Ability to prioritize family
Flexible time, location, and even role
High levels of well-being

16. Diversity-Related Hot Topics in Legal Recruiting
Competition for minority candidates
Implicit bias training
Microaggressions
Racially charged news cycles
“Me too” and the work environment

17. Thank You!
Lory Barsdate Easton Howie Schaffer Bonanza Communications