According to United Nations, 'Discriminatory behaviour takes many forms but all involve some form of exclusion or rejection'. Through ongoing research conducted in various institutions around the world, it has become increasingly apparent that colleagues make choices which subtlety discriminate in favour of or against certain characteristics in a person or group. These choices are based at an unconscious level, known as Unconscious (Implicit) bias or hidden assumptions. Biases are triggered by our brains making quick judgements and assessments of people and situations based on our background, cultural environment and our experiences.
Our unconscious biases and our assumptions now needs to be challenged due to the major demographic shifts that bring us face to face with new people and unfamiliar ideas. The changes in the workforce and markets require effective and respectful communication between people with different linguistic and cultural backgrounds. The key to a vibrant and productive environment is by communicating effectively with your colleagues.
Acknowledging and taking responsibility for unconscious bias has a business, ethical and moral imperative. Unconscious biases and implicit associations can and do have an impact on group attitude and behaviours which influence key decisions within organisations where opportunities are missed.
It is therefore important to develop a clear understanding of how to manage biases and to recognise the value of creating an open, fair, and inclusive workplace culture.
Cultural, ethnic and racial differences are considered, at best, broad strokes and have the potential to exacerbate differences in a society where every small group and even an individual is a culture. An exchange between people from different backgrounds assumes that mutual rapport and understanding will be achieved and productive working relationships will be built, It is vital to have a understanding of our unconscious biases in communication and to avoid any potential blunders or misunderstanding.
The differences in matters such as language, etiquette, non-verbal communication, norms and values can, do and will lead to blunders. Understanding and appreciating differences ultimately promotes clearer communications, breaks down barriers, builds trust, strengthens relationships, opens horizons and yields tangible results in terms of business success.
Increasingly, businesses depend on the ability to communicate effectively across differences in order to reflect its values to stakeholders, maintain profitability, secure good results and achieve a reputation to admire and inspire.
Through the interactive training programmes, individuals, teams and organisations can become more adept and confident in forging these essential connections across differences and thereby ensuring an inclusive work praactice.
The workshop will be interactive, with anecdotes, case law and practice scenarios. Due to the expertise and experience of the facilitator, the session can be adapted to meet participants’ needs. All queries will be responded to in a sensitive and understanding manner. Taking into consideration that some of the discussions may be highly emotive, the facilitation style and method will model the concept of respect and dignity.
The workshop will enable you to
- Â–Have a better understanding of how individual and group bias impacts on behaviours, attitudes, relationships and decisions
- Learn about science and research behind the concept of unconscious bias
- Using the ‘Broken Window Theory’, understand the risks and implications of negative outcomes from unchecked unconscious bias.
- Identify areas of personal biases and its implications on decision making processes within a team or department
- Explore avenues in mitigating the risks of unconscious biases in recruitment practices for instance, taking into consideration the ‘Rooney’ effect, as evidenced through the recruitment practices of National Football Leagues (US).
- Discuss the model of courage to manage the negative behaviours that create unconscious biases.
Workshop Hot Topics
- Science , Research and Statistics
- Understand the different types of global research conducted across various institutions
- Evidence and figures of the impact of unconscious biases
- Neuro Psychology of Mind
- How our mind processes information
- Scanning vs focusing
- 10 types of Biases
- The types of filters in which we see people and put them into categories
- Concept of generalisations, deletions and distortions
- The limitations of categories
- Model of Assumption
- The ‘I’ factor
- Asking questions in a timely state
- Whose values, whose beliefs
- Measures to overcome unconscious bias
- Managing behaviour and attitudes
- Monitoring and Evaluation of task allocation
- Diverse representation
- Shop window
- Examples of where it has worked well.
“Snéha coached me through a very special experience of one initial meeting and six follow up sessions. I got what I wanted - understanding, encouragement and "the right question, at the right time, in the right tone." She has excellent listening and summarising skills. Whenever Snéha summarised, I could hear back my own words. She held up mirrors for me. I learned a lot! Snéha’s cultural sensitivity has been very helpful. I enjoyed her positive, gentle and firm approach. A perfect match of honesty and partnership. Highly recommended as a coach!"
Anna De Boer, Capacity Development Coach, and consultant for Norwegian Refugee Council in Sri Lanka, 2006.
”I had several sessions with Snéha during which I was able to discuss race awareness and my own feelings and attitudes to other ethnic groups. This enabled me to clarify my thoughts and feelings in a detached and honest way which was refreshing and helpful. Snéha guided me through this process with great skill and sensitivity.”
Anthony Fisher, Chairman, Fisher Research Ltd