Unconscious bias in the workplace - Fighting prejudice series.

Anchor bias is a cognitive bias where people over-rely on the first piece of information offered (the "anchor") when making decisions. This initial information can create a reference point that makes it difficult to objectively assess further information. First impressions are everything, right?

The problem with this is immediately apparent. Imagine you’re applying for a job. You’re invited for an interview. Hooray. The bus is late, the traffic is a mess, and the elevator is broken. Not hooray. The interviewer might subconsciously see you as lazy and disorganized even though you have a perfectly good reason you were late. This is also possible even if they understand and agree with your reasoning. Unfortunately, that’s just the way our brains work.

Because you being late is the anchor, that first impression is cemented into the mind of the interviewer.

Have you ever been so sure of something that you just kept seeing signs that confirmed it? Bad news bears - you were biased. Confirmation bias is the tendency to seek out and favor information that supports our existing beliefs, while ignoring or downplaying evidence that contradicts them. This leads to a distorted perception of reality.

As far as that unconscious bias in the workplace goes. Do you have a colleague that you feel never has anything to do? You feel like they’re always just moping around? You mention that to a colleague and as soon as you do - THERE THEY GO AGAIN. He’s getting coffee again. You knew it.

The thing you might subconsciously ignore is maybe the fact that you don’t start at the same time so your breaks don’t overlap. Or that they just take them at a different time. When you go on your break you don’t really pay attention to if they’re working or not.

The halo effect is a cognitive bias where our overall positive impression of a person, company, or product influences how we feel about their specific characteristics. In simpler terms, just because someone is good at one thing, doesn’t mean they’re good at everything.

Think back to times when you had to have a presentation in college or work alongside a colleague. You may have done the lion’s share of the work, or you did it equally, but somehow your colleague is seen as the more deserving one. During the presentation they were confident and articulate, so they’re seen as the more knowledgeable one just because of that one trait.

The flip side to the halo effect is the horns effect. Unlike your colleague from the previous example, you have a fear of public speaking. You stutter, show signs of being nervous, take more time to get out what you need to get out. 

This trait is the horn. Because of this you are seen as the one not as prepared. As the one who maybe did less work. One bad trait, influencing the rest.

Diversity, especially in the hiring process, is essential for tackling unconscious bias because it directly challenges the underlying assumptions and stereotypes that fuel these biases. When hiring processes are not diverse, they tend to perpetuate existing inequalities and biases, leading to homogenous teams that lack diverse perspectives and experiences.

An older recruiter might have age bias, a male might have gender bias, someone with a negative experience with people with colored hair might have confirmation bias and/or horns effect. By diversifying we are more likely to make a fair choice.

By actively seeking out and hiring individuals from diverse backgrounds, companies can disrupt these patterns and create a more inclusive environment. A diverse workforce brings together individuals with different viewpoints, experiences, and approaches to problem-solving. This diversity of thought can lead to more innovative and creative solutions, as well as a greater understanding of the needs and perspectives of diverse customer bases.

Another facet that we’ve talked about before. Fostering accountability is vital in tackling unconscious bias because it creates a culture where individuals are responsible for their actions and biases are actively addressed. When held accountable through training, guidelines, and reporting mechanisms, employees are more mindful of their biases and take steps to mitigate their impact. This creates a shared responsibility for a more inclusive workplace, leading to greater awareness, open conversations, and a willingness to challenge biases when they arise