By Joelle Emerson
There’s growing skepticism about whether unconscious bias training is an effective tool for meeting corporate diversity goals. Critics of such training contend that it doesn’t move the needle on diversity numbers, and can even backfire. Some academic studies support this perspective: One longitudinal study found that traditional diversity trainings are the least effective strategy an organization can employ to increase the number of underrepresented minorities. On the other hand, a meta-analysis found that diversity trainings can be effective, depending on many factors including content, length and accompanying diversity efforts.
Clearly, not all trainings are created equal. A specific training program is effective only when designed intentionally to achieve discrete, and often narrow, outcomes. At Paradigm, we’ve developed three evidence-based tenets to guide the design of any unconscious bias training:
- Strike a careful balance between limiting employee defensiveness about unconscious bias, while communicating the importance of managing bias. One concern with teaching people about unconscious bias is that members of majority groups can become defensive. Although it’s important to reduce such defensiveness, some training programs give the impression that “we all do this, so it’s OK”. It’s important to make clear the importance of managing bias and offer strategies to do so.
- Structure the content around workplace situations. Research shows that when information is presented in a way that is linked to our current environment, we are better able to remember it. Our trainings are organized around three specific situations that participants encounter in their work: recruiting and hiring, team dynamics and career development.
- Make it action-oriented. It’s essential that unconscious bias training equip participants with action-oriented strategies for managing bias. For example, we talk about strategies to increase feelings of belonging, and the importance of defining what qualifications matter before making people-related decisions. Sharing such strategies seems to have a wide-ranging impact on participants.
The above strategies can only take an organization so far. Ultimately, it is a commitment to consistently evaluate and innovate organizational processes—including the systems that allow for bias in the first place—that will have the most sustained impact on achieving diversity goals.
Joelle Emerson is the founder and CEO of Paradigm.