Life is a series of paradoxes. We’re living in a time of many people either temporarily or permanently losing their jobs while other companies are struggling to find qualified people to hire.
When we dip into the labor pool, are we limiting our searches through something called Cognitive Bias?
I ran across this article at the World Economic Forum by Adwoa Bagalini, its Engagement, Diversity, and Inclusion Lead. He identifies three cognitive biases and shares some ideas for overcoming. Not to give away a punchline, but most of us should be students of W. Edwards Deming and/or Taiichi Ohno and should have learned about changing the process, not the individual.
From the paper.
We do know is that lasting, positive change is difficult to achieve without deliberate, sustained effort informed by reliable data that is free from bias. And it’s important not to underestimate the role cognitive bias can play in undermining these efforts – and to stay vigilant in spotting and mitigating it.
What is cognitive bias?
Human brains are hardwired to take shortcuts when processing information to make decisions, resulting in “systematic thinking errors”, or unconscious bias. When it comes to influencing our decisions and judgments around people, cognitive or unconscious bias is universally recognized to play a role in unequal outcomes for people of colour.
1. Moral licensing
This is when people derive such confidence from past moral behaviour that they are more likely to engage in immoral or unethical ways later. In a 2010 study, researchers argued that moral self-licensing occurs “because good deeds make people feel secure in their moral self-regard”, and future problematic behaviour does not evoke the same feelings of negative self-judgment that it otherwise would.
Moral licensing may help explain the limitations of corporate unconscious bias training in creating an anti-racist work environment, an effect which has already been observed when it comes to tackling gender inequality.
2. Affinity bias
This is our tendency to get along with others who are like us, and to evaluate them more positively than those who are different. Our personal beliefs, assumptions, preferences, and lack of understanding about people who are not like us may lead to repeatedly favouring ‘similar-to-me’ individuals.
Many hiring managers have a hard time articulating their organization’s specific culture, or explaining what exactly they mean when they say “culture fit”, leading to this being misused to engage employees that managers feel they will personally relate to.
3. Confirmation bias
This is the tendency to seek out, favour, and use information that confirms what you already believe. The other side of this is that people tend to ignore new information that goes against their preconceived notions, leading to poor decision-making.
Many people’s perceptions of others with different identities and with whom they have limited interaction, is strongly influenced by media depictions and longstanding cultural stereotypes.
For example, a 2017 study published in the American Psychological Association’s Journal of Personality and Social Psychology found that people tended to perceive young Black men as taller, heavier, and more muscular than similarly sized white men, and hence more physically threatening.
How to overcome unconscious bias
1. Change systems, not individuals
The main reason unconscious bias training programmes fail to have the desired effect in creating lasting change, is that they are focused on changing individual behaviours while leaving largely untouched the systems that enabled those behaviours to thrive.
2. Slow down and act deliberately
Bias is most likely to affect decision-making when decisions are made quickly, according to Stanford University psychology professor Jennifer Eberhardt, who studies implicit bias in police departments.
3. Set concrete goals and work towards them
Data is essential to making real progress on diversity goals, and especially important when it comes to mitigating the effects of bias because it provides an objective measure of what has improved – or worsened – over time.