This document discusses unconscious biases and provides recommendations for managing them. It notes that unconscious biases are a form of rapid cognition that can replicate social hierarchies and influence behavior in ways that are incompatible with conscious values. Even well-intentioned people allow unconscious thoughts to influence objective decisions. Some cognitive errors that can lead to biases include first impressions, elitism, premature judgments, and extraneous assumptions. The document recommends accepting that everyone has biases, developing self-awareness and empathy, establishing guidelines for interaction, and striving for consistency in decision-making to better manage unconscious biases.

1. Exploring Unconscious Biases
Human Resources Liaisons

2. Unconscious Bias
• Form of rapid cognition (System1)
• Well documented, pervasive
• Replicates the social hierarchy
• Influences our behavior
• Often incompatible with conscious values
• Significant to diversity efforts
• Can be managed and reduced

3. Even the most well-intentioned person
unwittingly allows unconscious
thoughts and feelings to influence
apparently objective decisions.
Mahzarin R. Banaji, Max H. Bazerman, & Dolly Chugh, How (Un)ethical Are You?,
Harvard Business Review, December 2003.

4. Cognitive Errors/Dysfunctions
• First impressions
• Elitism; academic pedigree
• Premature ranking of options
• Extraneous myths and assumptions
• Overloading and rushing the process
• Snap judgments

5. How to better manage
and avoid unconscious bias?

6. Recommendations
• Accept we all have biases
• Commit to reducing the effects of your unconscious biases –
develop awareness of self, develop sensitivity for others (empathy)
• Establish personal/situational guidelines for interaction as
appropriate – when to move to System 2 thinking.
• Agree to air concerns about potential bias in selective situations
• Clarify criteria for yourself in addressing bias – priming questions,
non-accusatory, when to address, how to address.

7. Recommendations
• Strive for consistency in decision-making
• Spend sufficient time on “people” less on things
– On continuum lean toward System 1 for “things”
– On continuum lean toward System 2 for “people”
• Be accountable for decisions
• Know when to evaluate the WHOLE vs. part(s)
• Debrief process to self/others as appropriate