How do you acknowledge someone’s unconscious bias in the workplace?

Managing and eliminating bias is crucial to developing a workplace with a healthy and diverse culture.

However, dealing with bias goes beyond focusing on obvious prejudices and issues.

Unconscious biases can often lurk between the surface, and for the sake of an organisation that thrives in the modern era, they are just as important to combat.

What is unconscious bias?

La Trobe University Australian Research Centre in Sex, Health and Society (ARCSHS) Senior Research Fellow Joel Anderson said many people harboured unconscious biases and this could present problems.

“Unconscious biases are involuntary attitudes or stereotypes we hold about specific groups of people outside of our conscious awareness, but nonetheless shape what we believe about the members of that group,” he said.
 
“These are quite different to conscious bias, which are deliberate attitudes or actions. 
 
“Most commonly, we talk about unconscious racism or sexism, but there is a growing awareness of unconscious bias towards other groups, including LGBTQIA+ groups, people of different ages and people of different body shapes.”

Dr Anderson said part of what made unconscious bias particularly difficult to deal with was that it is, as the name suggests, not done consciously.

It can be easy to have and act on these biases without realising it – both in the workplace and in the world at large.

“It is crucial to note that we can hold unconscious biases we do not know about or do not want – we can even have biases we outrightly do not agree with at the conscious level," Dr Anderson said.

"This is because they are believed to be shaped by our background, cultural environment and personal experiences.

“They may be formed at a young age, and thus be different to what we believe as adults, and they can be hard to change.”

Unconscious bias in the workplace

It is of the utmost importance to combat biases – conscious and unconscious – wherever they appear.

However, in the workplace, they can have a particularly strong negative impact.

With unconscious bias capable of influencing how we perceive and interact with our colleagues without us even realising it, Dr Anderson stressed the need to be aware of the damage it can do.

“In the context of the workplace, our unconscious biases can shape our behaviours and decisions about people in a way that can be discriminatory or even illegal,” he said. 

“For instance, someone with an unconscious bias against people from a certain cultural background might choose not to interview someone because of the way their name sounds or overlook someone in a promotion application because of the colour of their skin.”

With many not being aware of their own biases, however, Dr Anderson said it could be difficult to spot when they were becoming a problem.

He recommended keeping a careful eye on workplace behaviour and group dynamics.

“Detecting unconscious bias involves becoming aware of subtle patterns and behaviours indicating its presence, which can be quite challenging.” 

“For example, you may notice subtle comments or actions in the workplace, which may marginalise certain people," he said. 

“These microaggressions can include interrupting certain individuals more often than others or making assumptions about their work preferences based on stereotypes. 

“Similarly, you might notice if different standards or expectations are applied to different people in similar situations. 

“A very basic example, but one that happens far too often, is that female employees might empty the kitchen dishwasher frequently without it being considered or challenged. 
 
“It is also worth paying attention to group dynamics in the workplace, and notice who speaks up in meetings, whose ideas are acknowledged, and who is often left out of important conversations – or even not in the room when these conversations are happening.”

Bringing bias into the light

Addressing bias in the workplace can be a difficult task, and the fact that many may be unaware of the issues they have can add an additional layer of complexity.

Dr Anderson said often what is needed is a gentle touch. 

“Addressing unconscious bias in the workplace requires sensitivity and a constructive approach, but it is well worth doing to promote a more inclusive environment,” he said.

“It might be most useful to have these conversations with the entire team, but if raising them with an individual, I would suggest focusing on observations – for example, describing specific behaviours or situations you have noticed without making accusations. 

“For example, ‘I noticed that in meetings, certain voices seem to be heard more often than others’. 

“I also would suggest following this with an explanation of how these behaviours might affect others and the work environment. 

“For example, ‘this could unintentionally make some team members feel undervalued’.
 
“Having these conversations in the right setting is crucial – find a private, non-confrontational setting to discuss your concerns. 

“This helps avoid defensiveness and embarrassment. 

“It is also a good idea to choose a time when both parties are calm and not under pressure, and be careful with language so that it is clear you intend to foster awareness and improvement rather than to criticise or blame.”

Setting an example as a leader

Workplace leaders can also take their efforts a step further by encouraging behaviours that acknowledge and combat bias.

“Wherever possible, try to model inclusive behaviour at work,” Dr Anderson said.

“For instance, in your own workplace, show how to acknowledge different perspectives and ensure fair treatment, promote a culture where everyone holds each other accountable for inclusivity in a supportive way.

“You should also actively encourage diverse viewpoints and make a conscious effort to include voices from underrepresented groups.”

He noted there are many resources aimed at educating people about unconscious bias which may be useful in the workplace, such as Project Implicit, which offers self-education tools including a test designed to help reveal any hidden biases an individual may hold.

Personal efforts to limit the effects of unconscious bias should go beyond addressing it in other people, however.

To truly combat unconscious biases, you need to make sure you are not just spotting the biases other people exhibit, but your own as well.

“There is a range of things that can be done to try and notice your own unconscious biases,” Dr Anderson said. 

“For example, regularly reflecting on how and why decisions have been made in your job – especially those related to hiring, promotions and evaluations – to check for patterns that may indicate bias. 

“For instance, if you have recently selected applicants for a job from a pool of applicants, are their various ages, genders, and so on proportionately represented in the final pool of applicants? And if not, is there a reasonable explanation?
 
“It is also a good idea to ask for feedback from colleagues or peers about your behaviour and decisions and be open to their perspectives in a self-critical way.

“It is also worth saying that one of the best things you can do to combat unconscious biases is to simply be aware of them and be self-critical about how it might be influencing your own decisions and behaviours.”