How does bias work in our brains, and what can we learn from it to create a more inclusive and diverse workplace?
As a global society, we must learn to become more inclusive in our culture, our thinking and our practices. While we acknowledge this, our efforts are yet to make real change. This article tries to explore why and offer ideas.
Bias is misunderstood
Bias is portrayed as the enemy of inclusiveness but if we examine it, we will learn that it’s a natural outcome of the brain trying to make quick sense of new things by connecting them with past experiences. It in effect helps us survive. If we expand this to a workplace, we find a collection of biases that are organised into shared beliefs to help quickly evaluate opportunities or challenges. However, relying solely on beliefs without considering new information leads to prejudice, which is the real enemy of inclusiveness. In a workplace, this can become amplified owing to a psychological phenomenon called “groupthink”, where consensus is prioritised over critical thinking, leading to poor decisions and negativity.
Overcoming prejudice
Introspection is the antidote to prejudice but research shows only 3% of us instinctively find novel approaches when faced with obstacles; most revert to familiar methods or our bias. Partly this is because we fear risk but more specifically, it’s down to our brain. To challenge our own biases, we need to think and thinking consumes a large amount of energy. To extend our energy stores, the brain tries to minimise thinking. Hence the phrase “operating on autopilot”, which describes when our brain automates regular tasks, so we may do them without thinking. This wiring makes both individuals and workplaces susceptible to preconceived patterns of behaviour. Our brain might be the culprit.
The power of community
As individuals, we may resist change, but in groups, we can be more adventurous, believing in strength in numbers. Encouragement from peers makes us 50% more likely to try something new, as explained by the Diffusion of Innovations theory. A supportive workplace can enhance inclusiveness, but unfortunately many have mixed experiences. Reflect on a workplace where everyone felt included and appreciated. What made it different?
SMART goals alone don’t work
Most workplaces value inclusiveness. Different perspectives can expand our purpose and help us feel more connected. They can also lead to new markets, revenue streams and diversified offerings. Quotas and economic results are easier to measure but an over-reliance on these can lead to “groupthink”. A great culture, not just SMART goals, is therefore required to foster inclusiveness. Diversity-focussed KPIs have helped us coexist, but they don’t teach acceptance which is described in psychology as receiving information patiently and without judgement. In KPI-driven hustle culture, finding room for patience is challenging, but this is where culture makes all the difference.
Values and culture are co-dependent but different
The words “values” and “culture” are often used interchangeably, but they are distinct. Values are expansive and guide consistent decision-making in the workplace. Culture is how we relate to each other and behave in various circumstances. For example, “customer first” is a common corporate value that we aspire to, but without the right structure, it can leave teams under-equipped, causing stress. An inclusive culture involves leadership inviting introspection, evaluating suggestions without bias, and prioritising actions, even at the expense of short-term results. This may mean a poor quarterly result, but doing the right thing inspires pride, inclusivity, and a willingness to go the extra mile. The challenge with culture is its susceptibility to influence by a few people. So, beyond KPIs, how do we build an inclusive culture that is resilient?
It starts and ends with introspection
There is value in learning about what has influenced our bias.
Unconscious bias training, delivered as a continuous program, especially by leaders, is a great way to cement an inclusive culture. Microsoft is widely regarded for its comprehensive training which includes interactive workshops, online courses and tools for employees to recognise and mitigate their biases.
Cross-functional team meetings can help co-workers gain perspective and reduce prejudiced attitudes. A great example from a firm of colleagues is having team meetings run by a different team member each week. The consistent format provides structure, but the individual is encouraged to impart their experience while delivering the content, increasing awareness and empathy. Employee Resource Groups (ERGs), recommended by Diversity Council Australia, are typically employee-led and provide a great platform for employees to share experiences and foster a sense of belonging.
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Universal organisational policies that promote inclusiveness work when practised consistently, are adopted across every process and are championed by leaders without exception. This directly influences culture and behaviour. A good example is Starbucks, who after their well-publicised incident in 2018 closed 8,000 stores for a day to conduct bias training which was attended by approximately 175,000 employees.
Regular 360 reviews, which measure adaptability and openness as experienced by peers are essential. This approach works best when the workplace prioritises skill and mastery over short-term results, creating a supportive culture that helps everyone improve. We can borrow great insights from sporting teams like the New England Patriots who invest in the adaptability coaching of their players to increase their versatility, and adapt game strategy in real-time to exploit the weakness of their opponent.
Our new perspective
Being inclusive is indeed an investment but not one that is dependent on an ROI. Those of you who are called to lead, remember that you selected your team, so ensure they feel heard and welcome. To the rest of us, policies aside, let us practise acceptance and lead by example. Inclusion is more than a metric on a quarterly report. It’s how we feel.
The post Transforming bias into belonging: Inclusive strategies for workplaces appeared first on The Big Smoke.