By definition, most workplace biases directed towards those who are different to us are subconscious, meaning that we are unaware that they even exist within us. These unconscious biases can impede a culture of inclusion causing those on the receiving end of such bias to shut down and not share with a team their concerns, ideas and insights for fear of being judged.
In this type of situation, the first step in the learning cycle is to create awareness that a potential problem even exists. This can be achieved through providing diversity training to all levels of staff. After all, without a reasonable level of awareness, we tend to default to seeing things only through our own lens of experience.
For creativity and innovation to flourish, employees need to feel comfortable sharing their ideas without fear of negative criticism. Fostering inclusion in the workplace helps to build that foundation of trust necessary for people to feel safe in expressing their opinions.
This begins with recruitment because without unbiased recruiting practices there is a danger of only hiring and supporting those who think like everyone else in the organization and this type of affinity bias can lead to “groupthink.” It is important therefore for an organization to support diversity in teams where there are not only visible differences among team members but where less obvious differences such as thinking styles are encouraged as well. This means promoting what is known as cognitive diversity.
The composition of a team will dictate its potential for success. However, the greater the diversity the more chance there is for misunderstandings and conflict to arise. This again speaks to the need for diversity training, so that once diversity is achieved there is an awareness to be inclusive by respecting and valuing differences so as to bring success to all involved.
