Are unconscious biases a barrier to Diversity and Inclusion practices?

Diversity and Inclusion (D&I) have been on the agenda for most firms in recent years. Diversity can be thought of as the mix, and Inclusion as how this mix can best work together.  We have witnessed more initiatives concerning board composition and executive roles, such as gender and ethnic diversity. But are we willing to extract real value from D&I practices, or is it simply lip service to enhance a firm’s reputation?

Of course, D&I can be a superficial public relations exercise. Looking at major market players and recent statistics that depict gender equality within organisations, progress towards parity has some way to go. For example, one UK high street bank recently reported one of the highest median pay gaps at 38.1 per cent.

Company culture is the central pillar which shapes the mindset of all team members to consider diversity and inclusion initiatives as necessary influences upon the workspace. For many companies, D&I is a compelling route towards growth and value creation. McKinsey & Co research, for example, confirms that businesses whose boards are in the top quartile of gender diversity are 28 per cent more likely to outperform their peers financially.

Whether inside or outside the workspace, our behaviour is influenced by external stimuli and background factors. As humans, we have two cognitive systems, one that involves our conscious and careful processing of stimuli and the one that we use to respond automatically and rapidly to impulses. 

Who we are and how we behave is determined primarily and dependent on pre-existing mindsets and mental shortcuts. Our brains can make swift judgments and assess people or situations influenced by our upbringing, background, cultural environment, or past experiences. This process is essential in our daily decision-making to avoid being overwhelmed by the number of choices we face.

However, these processes and responses are based on the unconscious mind, and this is something we need to be aware of, especially in the workspace, where decision-making is crucial. The mental assumptions that we often use to make decisions might be questionable and lead to wrong conclusions.

Unconscious biases are highly relevant when implementing D&I initiatives within the workspace, and even though diverse teams are proven to perform better, the path towards coordination between different individuals is not an easy task. 

For senior management and executive-level positions, unconscious biases can influence sceptical behaviour and decision-making regarding talent recruitment, conduct during a meeting or building trust with colleagues. Therefore, it is vital to understand that the choices we make and the relationships we form in the workplace are influenced by the unconscious mind. So, we need to hold ourselves accountable for our choices and, most importantly, reflect upon our decisions.

A good example of how unconscious biases can become a barrier to better performance is the halo effect. We all have made positive associations based on specific traits without knowing anything about the individual. If we see someone dressed smartly, for example, we may automatically think they are a perfect fit for a firm. However, this assumption can lead to a wrong decision and, at the same time, harm the company culture.

In an organisation, every individual is part of a whole. Imagine how emotionally draining it would be if we let our unconscious biases influence us to the point where we can no longer cooperate or collaborate with other team members. Respectful communication and honesty within teams enhances diversity and inclusion as well as reduce the impact of biases.

Leaders within organisations should encourage discussions about bias in the workplace, while holding themselves accountable, and act as role models. Reorganising structures and systems by making them more inclusive towards each team member is another way to reduce the impact of these biases. Effective decision-making is supported by evidence and reasoning rather than trusting gut instincts.

Diversity and Inclusion requires systemic change – but it also needs personal accountability. Guidelines and initiatives will always be there, but it is up to us individually to understand the power of acceptance. 

There is strength and power within communities when there is acceptance of each member. Therefore, an all-inclusive and diverse workspace should be centred around the principles of community building. Understanding the unconscious biases within a team is the first step towards acceptance, which eventually leads to a diverse and safe space for open communication.