Discussing unconscious prejudice in banking is unpleasant, and thinking about our own unconscious biases is even more so. So we do what we always do: we disregard it.

Companies are becoming more mindful of diversity and inclusion, recognizing that unconscious prejudice is a significant issue. It influences the decisions that leaders make daily. And the consequences are disastrous since most businesses fail to establish diversity among their executives. And they still don't want to talk about it.

We help organizations to create genuine change by designing DE&I organizations rather than letting them happen by accident. Read on.

So now it's time to discuss it.

We'll broaden our discussion by debunking three deadly beliefs regarding unconscious prejudice in the workplace. To solve intolerance, everyone must be willing to face and disprove these beliefs.

1.      Biases do not exist in everyone. Certainly not in me!

We don't understand how our brains operate if we claim that everyone always makes bias-free judgments. According to cognitive neuroscientists, up to 95 percent of brain activity occurs outside of our conscious awareness. Furthermore, only around 5% of it is created consciously.

Mental shortcuts provide benefits. They assist us in efficiently organizing enormous volumes of information based on our prior experiences.

When shortcuts lead to biased judgments and actions, problems arise.

You probably don't believe that height or gender have anything to do with leadership abilities. However, a survey of Fortune 500 CEOs indicated that 58% were six feet or taller. Furthermore, it discovered that just 7.4 percent of CEOs were women, although women make up 57 percent of the workforce overall.

As a result, we've discovered a blind hole through which prejudice entered into choices. We want to think that we select leaders without bias. We would choose the most qualified candidate with the best vision for the organization, but statistics suggest otherwise.

We unwittingly addressed the question, "What does a leader look like?" In other ways, it led us to select leaders who shared the same qualities as previous leaders, such as tall, white males.

2.      Bias implies that we discriminate against those we dislike.

One of our employees worked with a bank some years ago when they were trying to move certain operational executives into more strategic roles.

Unfortunately, unfavorable remarks regarding the female candidates proliferated. Someone rationalized their decision by claiming that "she lacks executive presence." "She has a growing family, so I doubt she'd want this position," said another.

But the biggest surprise occurred when she noticed that both male and female panelists made these remarks in equal measure.

The clichéd reason we sometimes hear is that other female leaders threaten female executives. No, not at all.

Rather, this is the reality of prejudice. These preconceptions, even about ourselves, are profoundly established in all of us. Yet, we aren't aware of it.

With that in mind, this is one of the most damaging myths regarding unconscious prejudice. When we believe bias demonstrates an intent to discriminate, we experience guilt and shame. But, unfortunately, these emotions result in defensiveness and denial rather than good acts or path modifications. 

Instead, when we acknowledge that unconscious prejudice affected a judgment, we should be proud of ourselves for recognizing it. This allows us to fix ourselves, reducing the likelihood of making the same error again.

3.      Training is the only way for HR to lessen the impact of unconscious bias.

Companies spend millions of dollars on training programs to reduce the impact of bias on recruiting and promotions. It is an excellent initial step, but it is insufficient to fix it.

I'd equate becoming aware of unconscious bias to being diagnosed with high cholesterol. In this situation, the doctor would bring your illness to your notice and provide recommendations such as changing your diet, exercising, and potentially taking medication. How effective would you be if you stopped your therapy as soon as you concluded the first appointment?

You probably wouldn't be very successful. It is a continuous process that needs monitoring, supervision, and responsibility. Without accountability, it's all too simple to revert to old patterns. It must be handled.

Similarly, comprehending prejudice takes more than simply being aware of our patterns. Because unconscious bias occurs outside of our conscious awareness, it must be controlled by continual conversations, training, and procedures.

Managing Implicit Bias in the Workplace

So, how do the world's most successful organizations deal with bias? First, they provide disrupters, which are systematic techniques for reducing the influence of unconscious prejudice in the workplace.

Companies can decrease prejudice and build a diverse and inclusive atmosphere by using the correct systems. Unbiased talent reviews, assessments to create fair and equitable recruiting decisions, and a consistent focus on creating inclusive leader behaviors are all examples of this.

Regardless of the intention to remove prejudice, these components play critical roles in best-in-class talent functions. We may not remove unconscious bias in the workplace, but it may be controlled and minimized with suitable approaches.

WKG can help you reduce bias in your talent processes and create a more inclusive environment that overcomes bias. Learn more about how our interviewing, assessment and development programs can help by visiting our Measuring D&I page.

About Jim Woods

He has worked in global diversity and inclusion since 1998. He advocates tying strategic interventions to financial outcomes. He has written numerous leadership books and contributed to strategic diversity, inclusion, and leadership solutions. As President and CEO of Woods Kovalova Group, he has worked with Whirlpool, the US Army, Homeland Security, Deseret Bank, Seimens, and many others. Work with Jim.

Mr. Woods has a BS in management and leadership. Including an MS in organizational development and HR.