Unconsciously biased?
Unconscious bias is when we make judgements or decisions on the basis of our prior experience, our own personal deep-seated thought pattens, assumptions or interpretations and we are not aware that we are doing it. Examples of where these biases may exist are towards people of various races, ethnic groups, socio-economic groups, gender identities, sexual orientations and physical abilities. As Prince Harry explained in 2019, ‘the way you’ve been brought up, the environment you’ve been brought up in, suggests that you have this point of view – unconscious point of view – where naturally you will look at someone in a different way.’
Unconscious bias in organisations often stems from the unconscious bias of the leader and this can influence decisions in recruitment, promotion, staff development and recognition, as well as leading to a less diverse workforce. I (Abbe) once spoke to a senior leader in education who, after finishing her PGCE, couldn’t get a job. She believes it was because of her name. After her university lecturer discovered this able teacher had not yet been employed, she made a call recommending her and she immediately got a job.
Employers can overlook talented workers and instead, favour those who share their own characteristics or views. Senior leaders can socialise and promote people they get on with, go to the pub with, play golf with - people who are like them. Where unconscious bias is against a protected characteristic, it can be discriminatory. For example, if during a recruitment process an employer ignores the skills and experience of a candidate who is a different religion than them and appoints another candidate who is the same religion, this could be discriminatory.
So, how can we try and mitigate the potential to be unconsciously biased?
Be aware that we all have some level of unconscious bias
Don't rush decisions, rather take your time and consider issues properly
Ask for feedback
Justify decisions by evidence and record the reasons for your decisions, for example during a recruitment exercise
Try to work with a wider range of people and get to know them as individuals. This could include working with different teams or colleagues based in a different location.
Arrange social events that don’t exclude certain people - think about time, place and cultural appropriateness
Focus on the actual behaviour of people and not negative stereotypes
Employers should implement policies and procedures which limit the influence of individual characteristics and preferences.
Stress or tiredness may increase the likelihood of decisions based on unconscious bias, so make sure you make decisions when you are well rested, relaxed and clear-headed