Stacey A. Gordon - Unbias: Dismantling Unconscious Bias at Work

1. Chapter 1
2. Chapter 4
3. Chapter 6
4. Chapter 8
5. Chapter 10
6. Chapter 13

STACEY A. GORDON

Copyright 2021 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.

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Library of Congress CataloginginPublication Data:

Names: Gordon, Stacey A., author.

Title: Unbias : addressing unconscious bias at work / Stacey Gordon.

Description: Hoboken, New Jersey : Wiley, [2021] | Includes bibliographical references and index.

Identifiers: LCCN 2021003282 (print) | LCCN 2021003283 (ebook) | ISBN 9781119779049 (hardback) | ISBN 9781119779063 (adobe pdf) | ISBN 9781119779070 (epub)

Subjects: LCSH: Discrimination. | Subconsciousness. | Diversity in the workplace.

Classification: LCC HM821 .G6735 2021 (print) | LCC HM821 (ebook) | DDC 331.13/3dc23

LC record available at https://lccn.loc.gov/2021003282

LC ebook record available at https://lccn.loc.gov/2021003283

Cover Design: Wiley
Cover Image: Shanina/Getty Images

This book is dedicated to all the people who have worked tirelessly to improve workplaces for all without the recognition of a formal title, without the benefit of resources, and with nothing but the knowledge and desire that things need to change.

Diversity, inclusion, bias these can be sensitive topics that are difficult to talk about, especially at work. We are at a time when we don't know how to talk about sensitive topics. We've been taught to avoid them and now they are staring us in the face. I am writing this book in an election year when opinions about everything, including politics, have become extremely divided. Individuals are at opposing ends of the spectrum with no tools for how to listen to the point of view of another without name calling and labeling. We have been taught for so long not to discuss sex, politics, or religion, when what we should have been taught was how to constructively discuss sex, politics, and religion. And what is noticeably missing from what I call the three taboo terms is race. It is so ingrained in us not to discuss race that we don't even talk about the fact that we don't talk about race. It is no surprise then, that it is difficult for us to have conversations around race, gender, privilege, and other dimensions of diversity in the workplace.

It is also not surprising there is a reluctance and a lack of understanding around why we're having these conversations at work at all. I hear that work isn't the place for these conversations. We just come to work and do our jobs and that is what we should focus on.

These are excuses, and I will tackle those and many more throughout the book, but what I want to address is the chasm that is growing between individuals of different races. Why does it always have to be about race? Your perception may be that it is always about race, but it isn't. Unconscious bias at work, in your workplace, is about race, gender, sexual orientation, age, ability, religion, veteran status, socioeconomic background, education, culture, and geography.

We do keep coming back to race because we haven't addressed the issues of race and racism in the United States. The only way to get past race is to go through it. Winston Churchill said, If you're going through hell, keep going, and we haven't kept going. We keep stopping because the road is tough, the conversations are uncomfortable, and the realization that what we've been doing for many years may have been wrong is difficult to face.

Fortunately for you, I have no qualms about diving in headfirst and tackling the tough topics we need to address, and I'll do it by helping you to address unconscious bias at work.

The number one question I am always asked when it comes to diversity and inclusion initiatives is How will we know we're doing the right thing? I have been asked several versions of this question in podcasts, at conferences, on panels, by CEOs, during a fireside chat, and in educational workshops by employees.

No one wants to get this wrong. Or at least, from what I have seen, no one wants to appear as if they don't care. However, the difference between whether you actually care or whether you care more about the appearance of seeming to care makes all the difference to your success.

The first question I ask company leaders when I am tasked with advising them on their next steps is What is your strategy? Unfortunately, it is no longer surprising that they answer all too frequently, We don't know.

My goal is to answer both How do we do this right? and What is your strategy? because the answers to both of these questions are related.

The concept of diversity is difficult because there isn't a onesizefitsall solution. What works for one company will not work for another. Companies like Ben & Jerry's are being applauded for their statements, their social media presence, and their loyal customer following, and business leaders want to be