Types of unconscious biases
In a previous article, I explored disability in the workplace, and the need for organisations to build a safe, inclusive space for their people.
In this article, I explore some of the different unconscious biases, and how they play out in the workplace. I will draw on examples I have come across in my career, such as when I have been hired myself, when I am the one doing the hiring, or when I am consulting on how leaders and organisations should carry out evidence-based recruitment and people and culture practices.
Before we dive in, what is unconscious bias?
Unconscious or implicit bias is the subliminal tendency that people have to favour certain people or groups of people based on learned stereotypes. We all have unconscious biases, whether we like it or not. They have been hard-wired into us since we were children, by how we live and what we interact with.
Bias #1: Stereotyping
Probably the bias that most people have heard of, stereotyping involves drawing a conclusion based on an individual's perceived membership with a group. In the workplace, I've seen this play out when a hiring manager is conducting recruitment, in performance reviews, and several other ways.
Bias #2: Affinity bias
This involves perceiving people who are similar to you more positively than those who are dissimilar. I've consistently seen hiring managers try to select a candidate for a role based on how similar they are to them. It could be something as simple as a hiring manager and candidate "clicking" over the discovery that they both support the same football team, and the hiring manager thus unconsciously favouring that candidate over others.
Bias #3: Confirmation bias
Confirmation bias involves searching for or only considering information that confirms a preconceived belief. This bias can be particularly problematic because it does not allow that person to change their perspective based on evidence. For instance, some managers will pass over women for promotions, because they may see women as less confident than their male colleagues.
Bias #4: Groupthink
This is the tendency to agree with a group or majority for the sake of conformity and harmony. I can't tell you how many times this has occurred in meetings I have attended. In nearly every organisation I have worked for or with, I have seen people from minority backgrounds and introverts not speak up because they do not want to upset others, and want to maintain harmony. This can often discourage creativity and diversity, increase risk across the organisation, and cause hiring managers to overlook potential gaps in ability.
Bias #5: Proximity bias
This involves the tendency to favour those who are physically closer to you or visible to you. With hybrid work, and a larger number of organisations pushing for employees to return to the office, certain employees are more likely to be in the office than others. Managers, as such, will naturally look favourably on those who they can see in the office, and are more likely to include them in conversations and decisions, as opposed to those employees who are unable to come into the office as often, or not at all.
Bias #6: Halo-horn effect
These involve personal impressions, which can be positive or negative, of another person which frames your thoughts and perceptions of them. For instance, when hiring managers make the assumption that a candidate who shows up early to their interview is someone who works really hard. Or on the flip side, when a candidate’s shirt may not be tucked in well, a hiring manager might assume you are messy/disorganised.
I've seen these biases in the workplace lead to less inclusive teams and ideas. Research has found that unless people work to become more conscious of their unconscious biases, and learn more about them, these issues will continue.
Here's a funny video illustrating some of the experiences people of colour have, featuring Conan O’Brien and Kumail Nanjiani.