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Thinking fast and slow: The impact of unconscious bias on people management Dan Robertson

Thinking fast and slow: The impact of unconscious bias on people management Dan Robertson Diversity & Inclusion Director Employers Network for Equality & Inclusion . “Unconscious biases are our unintentional people preferences ….

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Thinking fast and slow: The impact of unconscious bias on people management Dan Robertson

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  1. Thinking fast and slow: The impact of unconscious bias on people management Dan Robertson Diversity & Inclusion Director Employers Network for Equality & Inclusion

  2. “Unconscious biases are our unintentional people preferences…. They are the result of our limited cognitive capacity; we implicitly and automatically both group and categorise people to avoid having to conduct completely new assessments for every new person”

  3. Unconscious biases are triggered and enacted between 30 and 100 milliseconds (Conscious thinking takes 300 milliseconds to even begin processing) • What the brain fires together, it wires together, forming emotional associations • They are automatic and rapid The neurology of Bias

  4. Fast thinking and social stereotypes

  5. Explicit vs Implicit Social Bias (Abrams & Houston 2006) Jones, P 2005 Implicitly 3000

  6. If the name, face, etc. fits…

  7. Affinity (like me) bias: leads us to favour people who are like us. Commonness leads to Comfort leads to Competence “He reminds me of myself at his age” Gender, ethnicity, social background, accent, nationality, sexual orientation and disability. Affinity bias

  8. The Talent Pipeline - Feedback Challenge

  9. In your groups consider how you see the different types of bias playing out in relation to: Talent attraction Development- including succession planning Culture Leadership behaviour

  10. De-Biasing People Decisions Check List Know your own (individual/group) biases Don’t get anxious about saying ‘the right thing’ Change your newspaper Attend an employee network: e.g. LGBT Have lunch with one different and ask for the ideas Watch for who attends social events Take a chance; allocate a task or piece of work which involves trusting someone new and different Politely ask someone to explain a work allocation decision Sit in on someone else’s discussions and listen for affinity bias Mentor or sponsor some different to you

  11. Making a Change Attitude How do I feel about it? Intention Organisational Norms Behaviour How will others judge me? ...............I Will When......... Behavioural Controls How easy is it?

  12. Contact: Dan Robertson Diversity & Inclusion Director Employers Network for Equality & Inclusion 07946 466 180 / dan.robertson@enei.org.uk Twitter: @Dan_Robertson1

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