In this Hot Topic, we will explore how companies can go from beyond diversity training to real change by not only understanding what unconscious biases we hold, but also by fostering inclusion and actually changing structural inequalities in the workplace.
Can you change your implicit bias?
Imagine you are interviewing a candidate for a highly desirable position in your organisation. In principle, your decision to hire this candidate should be solely based on the applicant’s performance and qualifications. To achieve this, you might try to set yourself the conscious goal of only paying attention to the content of the CV, allowing enough time out of your schedule to focus on the decision and putting aside all other distractions. But is this actually possible?
Recent research supports the idea that, while rational reasoning may help change our implicit biases, it is not enough. Reducing automatic bias is a protracted process which requires learning about the contexts that activate the bias and how to replace the biased responses with different, desired beliefs. This can be achieved by proactively practicing the automatic application of desired beliefs to different groups in different real-life situations: for example, we might want to build arguments for why certain out-group members are trustworthy and act in line with this belief on a regular basis when seeing or hiring an out-group member.
The key to inclusive leadership
How can we as leaders question the current structural inequalities at work that we blindly apply, and ensure that everyone – regardless of their background or circumstance – feels included, valued and accepted without having to conform?
To support employees, inclusive leaders need to promote practices and processes in place and – most importantly – value difference. Research identifies three key areas that leaders need to consider:
1. Fairness and respect – treating people based on their unique characteristics and offering equal opportunities to everyone
2. Value and belonging – understanding and appreciating the uniqueness of diverse others to foster a sense of social connectedness and group membership
3. Confidence and inspiration – leveraging the thinking of diverse groups and creating the conditions for high team performance through individuals being confident and inspired to do their best work
To achieve these aims, highly inclusive leaders demonstrate six interrelated signature traits: they understand their own biases (cognisance), they are curious (curiosity), they are confident and effective in cross-cultural interactions (cultural intelligence), they empower group work (collaboration) as well as commit to diversity and inclusion because they align with their own personal values (commitment). Finally, they are ready to challenge the status quo and are humble about their strengths and weaknesses (courage).
Action Point
What current practices could be changed in your organisation and what leadership traits could you develop with the aim of increasing diversity and inclusion?