Harvard Implicit Association Test
As mentioned above , a tactic for combating your unconscious bias is selfawareness and your executive may look for advice on ways to implement this . One popular way that ’ s been used for a long time is The Harvard Implicit Association Test ( IAT ). The Harvard Implicit Association Test was designed in 1998 by Project Implicit . Project Implicit was founded by scientists Tony Greenwald , Mahzarin Banaji , and Brian Nosek to educate the public on hidden biases .
The test is free to take and is a useful tool to identify biases you might not even know you have . It ’ s a great tool to use in the workplace to raise awareness of the issue with staff members and help mitigate the issue . There are 15 different tests available that determine your bias towards sexuality , weight , race , skin tone , religious beliefs , gender , age , and disability .
While the IAT is an effective way of understanding where your biases lie , this isn ’ t the end to workplace training . It ’ s a good starting point to identify where your company stands and how unconscious bias may be affecting the business , but this needs to be followed up with policies and professional training strategies to ensure fairness in each business decision . At the very least , it ’ s good for individuals to be aware of their biases but it ’ s the organisation that needs to be responsible for systemic biases .
Business psychologist Prue Lawrence says , “ This can include targets , accountability for such , expert networking for women and minority groups , all designed to have more social interaction with influential people . Structures can , eventually , lead to behaviour and mind set changes .” j humans attribute their success to their own hard work and skill , and their failure to luck and external factors . Yet when assessing others , they often flip the narrative . This can be particularly problematic during interviews or appraisals and can cause unfairness in your or your executive ’ s decisions .
Contrast effect Comparing people and things is a basic decision-making tactic that you probably utilise every day . But when it comes to using this tactic in the workplace , it isn ’ t very effective and usually doesn ’ t get you the best outcome . For example , if you interview six people and you decide you like the last candidate the most , ask yourself this : if you had interviewed them first would you have come to the same conclusion ? Or did you simply just like them the best out of the six ? This type of bias can see you using comparison to assess someone , not necessarily their individual merit .
On an individual level unconscious bias can be problematic , but on a larger scale within your whole organisation there can be lasting impacts that will be detrimental to your company ’ s success . Using these biased filters in the workplace means your team can have a lack of diversity , talented people can be left out or not allowed equal opportunity for career progression , or the creativity and productivity of your workplace can be compromised . Unawareness of unconscious bias can also mean that your workplace culture isn ’ t demonstrating inclusive principles — something that could have a lasting impact on your company ’ s reputation and performance overall .
HR and Management Consultant Valerie Martinelli says that unconscious bias is prominent in three areas : hiring , promotion , and feedback .
“ If left unchecked , unconscious bias can thrive in hiring , promotions , and in feedback . It is important to hire a diverse workforce to be competitive … HR professionals must combat unconscious bias in hiring and it is important for employers to maintain policies that are supportive of equality ,” says Valerie .
“ When considering an employee for a [ position or ] promotion , it is important not to consider external factors or those that are not related to how an employee performs their job functions . Whether this is done purposely or by an implicit assumption , it is a discriminatory behaviour .”
Valerie also says there is research that shows bias affects how performance is assessed — the biggest difference being between men and women .
“ Male and female managers may critique women more harshly for being aggressive . Their accomplishments are more likely to be viewed as a team effort rather than their individual one ,” says Valerie .
So , what can we do about it ?
Unconscious bias is ingrained into everyone in different ways , depending on personal experience . While it may not be possible to erase it completely , there are definitely steps you can take to mitigate the impact of unconscious bias in the workplace and make fairer decisions .
Conversation Awareness isn ’ t spread unless there is talking involved . If you suspect your organisation is relying on unconscious bias to make unfair decisions , then bring this up with your executive . It ’ s important to encourage conversations about this because the issue is in the label : ‘ unconscious ’. Anyone who is eliciting this type of bias is most likely unaware of what is going on and change can only happen if people are self-aware and discussing it .
Diversify Diversify your own work and personal circles . Get to know people who are different to you on a personal level and expand the diversity of personalities , cultures , backgrounds , and experiences you interact with . This will only improve
20 Chief of Staff | Issue 1 2021