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Just yesterday, as I approached the entrance of my local pet shop to pick up some pet supplies, I noticed a woman lingering near the entrance. My immediate assumption, influenced by her appearance, was that she might be there to beg. I hesitated before walking toward the entrance. Contrary to what I’d expected, she didn’t approach me for anything. While waiting to complete my purchases, I overheard a staff member mentioning that the woman, named Katrina*, was there to collect her dog’s monthly supply of food donated to her by the store. It (embarrassingly) dawned on me then that my initial judgement had been incorrect. Despite her evident need, she wasn’t begging but rather awaiting assistance from the store staff to receive her pet’s food. I felt terrible (and as I write this, I still do) that I’d automatically judged this individual based on appearances. As an advocate for diversity and inclusion, I have learned that we can all get it wrong; nobody is immune. This was an example of unconscious bias.

Unconscious bias, or implicit bias, refers to the beliefs or stereotypes that affect our judgments and decision-making processes without our conscious awareness. This can influence how we perceive and interact with others, often leading to unintentional discrimination or unfair treatment. Unconscious bias tends to be deeply ingrained and so can usually be an automatic and unintentional action, typically based on someone’s race, gender, age, socioeconomic status or disability. In the workplace, unconscious bias can have severe effects, influencing decisions related to hiring, promotions, and performance evaluations - impacting overall team dynamics, morale and productivity.

The various types of unconscious bias

Unconscious bias can be rooted in various factors, including the political history of a country, family upbringing and personal experiences. In order for us to address the problem, it’s essential to understand the various types of unconscious bias. Below are some of the common forms, with specific focus on those that are prevalent in the workplace:

• Confirmation bias is the tendency to interpret and favour information in a way that confirms one’s preexisting beliefs. For example, a manager might evaluate an employee positively if they already believe the employee is competent and ignore evidence that opposes this.

• Affinity bias is the tendency of individuals to favour others who are similar to them in some way, such as sharing similar backgrounds, experiences, or characteristics. It is also known as the ‘similar-to-me effect’. An example of how this could play out in the workplace is that a manager may unconsciously prefer candidates who share similar backgrounds, experiences, or interests with them over equally qualified candidates who do not.

• Name bias is the discriminatory treatment based on a person’s name, particularly when the name is associated with a specific ethnicity, nationality, or cultural background.

• The halo-horn effect occurs when a single positive trait of an individual influences one’s overall impression (halo). Conversely, the horn effect refers to a single negative trait leading to an overall negative perception of an individual.

• Performance bias, outlined by the 2023 McKinsey Women in the Workplace Report, states that ‘Women are often hired and promoted based on past accomplishments, while men are hired and promoted based on future potential.’ This is an example of performance bias and has enormous consequences for the progression of women in the workplace.

How unconscious bias transforms into microaggressions

The Oxford English Dictionary describes microaggressions as “an act or a remark that discriminates against one or more members of a minority group, either deliberately or by mistake’. Examples of microaggressions include making assumptions about people’s abilities and preferences based on their race or gender. While unconscious bias refers to the beliefs or stereotypes that affect our judgements at a subconscious level, microaggressions are the behaviours or comments that stem from these subconscious judgements and directly or indirectly marginalise individuals based on their identities. Microaggressions are often subtle but have significant consequences.

My (high intent) goal was to purchase a pair of jeans during a recent visit to a popular clothing store. This particular store is one I frequent regularly; I knew what I wanted, and all I needed was to locate my size. However, I began to lose enthusiasm as I waited patiently for about 15 minutes, observing the store assistant repeatedly attending to two other customers - of different ethnicities and, perhaps, perceived to occupy a higher social status. Throughout this time, not once did the store assistant acknowledge my presence. This experience (most likely) is an example of the subtle yet impactful nature of both racial and class microaggressions, the latter often rooted in mere perception. Challenging to pinpoint but dangerous nonetheless.

According to the 2023 McKinsey Women in the Workplace Report, women with traditionally marginalised identities face more microaggressions at work. Women of colour often resort to ‘code-switching’ in an attempt to mitigate these microaggressions. The same report states: “Black women are more than twice as likely as women overall to code-switch at work by changing their mannerisms, tone, or speaking style. They are also more likely than women of other races and ethnicities not to speak up or share an opinion to avoid appearing difficult or aggressive.” I deeply resonate with this sentiment - during the early stages of my career, I often caught myself adjusting my behaviour and speech to conform to what I perceived as the norm in an effort to fit in. Reflecting on it, I realise this inclination stemmed from internalised biases relating to my own race and gender. Thankfully, I have built the confidence to proudly own who I am over the years. I firmly believe that this self-acceptance and celebration thereof is critical to driving meaningful change.

Similar to unconscious bias, microaggressions can have detrimental effects in the workplace, including reduced productivity, toxic culture, limited opportunity for diverse input, and reputational risks.

Addressing unconscious bias

We all suffer from unconscious bias - illustrated by the pet shop example I shared earlier. Even as an advocate for diversity and inclusion, I’m not immune. I firmly believe that cultivating awareness is the first step to addressing this challenge. Curiosity and a willingness to explore diverse experiences and perspectives are key, in my opinion. Educating ourselves on the subject is crucial, a responsibility that also extends to workplaces. After all, it’s not just the right thing to do - it makes business sense. Admittedly, it’s only been in recent years that I’ve truly begun to grasp the concept of unconscious bias. I see this journey as ongoing, requiring continuous effort to recognise and address our own biases whenever they occur.

The importance of allies in addressing microaggressions in the workplace

I believe fostering a culture of allyship is imperative. While some may be more prone to unconscious biases and microaggressions, it’s crucial to recognise that no one is immune to their effects. Because microaggressions can often be subtle, the support of allies’ voices in addressing these occurrences is crucial. The voices of allies play an important role in validating and acknowledging the experiences of marginalised individuals, thereby rendering these subtle yet impactful encounters more tangible and raising awareness around them.

Contemplating the concept of ‘code-switching,’ I wonder how potential allies might refrain from speaking out due to their own struggles, opting to ‘fit in’ rather than challenge the status quo.

Having the bravery to speak up against microaggressions and using one’s privilege to ultimately benefit the greater group has lasting impacts.

In Conclusion:

Navigating the often intangible landscape of unconscious bias and microaggressions requires a collective effort that starts with awareness and education. There must be an element of bravery and a commitment to drive change. The more we speak up as allies, the harder it will be for these behaviours to continue to manifest. This effort is not a once-off; it is a continuous commitment to learning, re-learning, and action. It’s an effort that requires vulnerability. This is not easy work, but the alternative could have detrimental consequences.

References:

McKinsey, 2023 Women in the Workplace Report: https://womenintheworkplace.com/

Harvard Business Review, 2020 - How to be a better ally: https://hbr.org/2020/11/be-a-better-ally 

Leading Diversity and Inclusion at work (online course) available at: https://www.edx.org/certificates/professional-certificate/uct-leading-diversity-and-inclusion-at-work

*Name has been changed