stereotypes – Workforce

October 30, 2019June 29, 2023

Q&A With Pamela Newkirk: Diversity’s Slow Incorporation Into the Corporate Mainstream

Pamela Newkirk, author of “Diversity, Inc.,” award-winning journalist and New York University journalism professor, talked to Workforce about the diversity industry. She questions whether billion-dollar diversity programs have worked and explores why the progress has been so slow, challenging the workplace and individuals to do better in applying incentives and sparking a different conversation.

Workforce: Why did you decide to write “Diversity, Inc.”?

Pamela Newkirk: I was on a train, heading back from Washington, D.C. I was reading the paper about another disappointing diversity report, and I was like, “Oh my gosh, here we go again.” Every year we see this flood of reports, and every number turns out to be disappointing. Why is it that so much attention is given to diversity, but so little has been achieved?

As I say in the preface of my book, diversity has been a preoccupation for 30 years of my career, yet two fields in which I have been most closely aligned — journalism and higher education — have numbers that show radical underrepresentation of particularly African Americans and Latinx. Why is that? I wanted to lift the veil and look behind the scenes to see what is actually happening at these institutions and why it is that after so many years of hand-wringing, conversations, task forces, training sessions and hiring diversity czars, we’re still at this place where people of color are still radically underrepresented in most influential fields.

Workforce: What do you hope people take away from this book?

Newkirk: Part of what I hope to achieve in this book is contextualizing some of these racial misunderstandings that we have. A lot of it is due to our different experiences as Americans based on race. For instance, we can’t assume that a black American has the same relationship with the police force, the criminal justice system [and] higher education.

We have to look at the attitudes and customs in this country that [have] set us on different paths. Until we truly understand the role that race plays in the myriad of interactions that we have in this country, we’re always going to be in this place on misunderstanding and mistrust. Hopefully we can move the needle and not continue to resort to this same conversation that we’ve had for so many years.

Workforce: What do you think we can do better — as a society, as a workforce and as individuals?

Newkirk: We have to be honest about our intentions. To achieve diversity, there [have] to be true intentions, and it requires leadership from the very top to incentivize change. As many people who I interviewed during the course of my research have said: It’s not rocket science. But so many companies somehow act as if this is something that is so difficult to achieve. It has to come from the top, and people have to know that there are true incentives to make progress in this regard. Without incentives to move in that direction, and without believing that it’s truly a company priority, it’s not going to happen.

We also need to be honest about the ways in which race, ideology and history play into the current realities of people of color in the workplace and in society at large, and about some of these lingering attitudes about African Americans. For example, African American stereotypes and all these ideas that are deeply embedded in the social fabric play a role as well in diversity, or the lack thereof, in the workplace. If we still have these deeply embedded attitudes about who people are based on their race, that will be reflected in the workplace.

We don’t talk a lot about race in progressive settings. There’s usually this assumption that progressive workspaces are free of racial bias, yet what I find in my research is that many of the least diverse fields are those that are considered progressive — like the art world, Hollywood and higher education. Many of these assumptions that we make about progressives and liberals don’t really apply when we’re talking about race and equality.

You don’t need to be a bigot to not see anything wrong with these predominantly white workspaces. We have normalized the absence of people of color in so many fields.

That is what I most wanted to interrogate. Because it would be easy to point out one network that doesn’t have a great reputation on racial issues and say, “Yeah, that’s where the bias lies.” But what I wanted to do is to look even in the places where people of color would assume they would have natural allies because they are progressive people. Even there we see this radical underrepresentation of people of color. That’s where we really need to make progress, because if we’re not making progress in these progressive fields, then we know that we’re not going to make progress in places where people are more blatant about their racial biases.

Workforce: Why do you think some people are still claiming that this isn’t an issue today?

Newkirk: Often times people will see one or two people of color and think, “Oh, there we go, that’s diverse.” I think — especially in fields where people of color are so radically underrepresented — that the one or two who are there are pointed out as proof that there is diversity when that is not what we’re talking about. We’re not talking about superficial, symbolic diversity. We’re talking about real diversity.

It’s a critical issue for this country, [and] it’s a critical issue for our world. We have so many people whose talents are being overlooked or whose potential is not being developed because we have this idea of who should be in these fields. We even have an idea of who is American. We need to interrogate our notions about fairness, equality and opportunity. All these ideas are bubbling up — especially now due to who is in the White House and the whole focus on immigration and diversity — and not in a positive way.

Workforce: Do you think that the current political divide in this country is amplifying this issue?

Newkirk: Fifty years ago, we had President Lyndon Johnson who kind of embraced this whole notion of diversity [and] inclusion of people of color in fields and in segments of America from which they had historically been excluded. Now, 50 years later, we have a president who has openly attacked immigrants of color, who has vilified urban blacks and who has openly attacked the ideals of diversity. We’re going in the opposite direction at a time when the demographics are showing that we really need to make progress in this area. It’s hurting our country.

June 28, 2016June 29, 2023

Cliches Weaken Feedback: Choose Words Wisely!

I’m guessing you’ve heard this phrase before. Either it came out of someone else’s mouth, or you said it: “Don’t take this the wrong way, but…” I’m also guessing you know what follows the “but”: an awkward cliché or unflattering feedback, perhaps even a downright insulting or blatantly bigoted or sexist statement. Common examples include: “you talk too loud,” “people think you’re aggressive,” “you’re so articulate and competent” or “you’re overly emotional.”

“Don’t take this the wrong way” is a poisonous preamble that should be eliminated from interpersonal communication, especially in the workplace. Here’s why:

This phrase signals that the speaker knows what follows is inappropriate, perhaps offensive. It’s a gesture designed – intentionally or not – to give the speaker carte blanche to say inappropriate or offensive words.
This phrase places all responsibility for the speaker’s impact on the receiver. Speakers exempt themselves from all accountability for what they say.
This phrase is an exercise in coercive “power over.” Would you tell your boss, a respected elder, or other authority figure “don’t take this the wrong way, but…”? I doubt it.
There is no such thing as “the wrong way.” The receiver is going to take the speaker’s words the way they take it. No one has the right to legislate or dictate someone else’s feelings or reactions. What the speaker really means is, “don’t take this in a way that I don’t mean, or that makes me look like a bad person.” However, it’s the speaker’s responsibility to communicate in a way that aligns with their meaning and come across like a good person, not the receiver’s.

“Don’t take this the wrong way” can be used consciously to manipulate others and inappropriately leverage power, but it’s most often used unconsciously by well-intended people to communicate a sensitive idea or to deliver uncomfortable feedback. This is especially likely in conversations across differences like race, gender, sexual orientation and social class. But rather than softening an uncomfortable message, “don’t take this the wrong way” actually communicates disrespect, impedes dialogue and erodes trust.

If the intent is to soften difficult communication, provide context, and come across as a good person, try these approaches instead:

Own and express your own anxiety: “It’s uncomfortable for me to say this out loud, and I’m not sure how it’s going to come across to you.” Then say the rest without saying “but” first.

Example: It’s uncomfortable for me to say this out loud, and I’m not sure how it’s going to come across to you. I’ve heard from some of our customers that they see you as aggressive. I’d like to give you some specific examples, then problem solve together.

Take responsibility for your words: “I want to give you some feedback to help you succeed.” [Insert uncomfortable words]. “I realize that may come across as [acknowledge potential negative impact on the receiver].” Express next steps.

Example: I want to give you some feedback to help you succeed. I’m hearing from customers that you’re being aggressive with them. I realize that feedback may come across as insulting, especially coming from your male boss. I’d like to give you some specific examples, then problem solve together.

Frame what you’re going to say, using your knowledge about diversity and intercultural communication. “I understand that [insert knowledge or stereotype here].” Don’t say “but”. “My intention is to [be transparent about your goal for the communication].”

Example: I understand that there’s a stereotype about women being seen as “aggressive” when they’re confident go-getters. My intention is to give you some specific feedback about how our customers experience you this way, then problem solve together to get better results.

Silence. If you know a certain idea, stereotype or cliché can be triggering, potentially insulting, or inappropriate, don’t say it at all. This includes during casual, informal office conversation.

Example: ~~Don’t take this the wrong way, Silvia, but you are so loud and aggressive for a woman!~~ Say nothing instead.

Intent does not equal impact. Having good intentions isn’t enough to be effective and produce excellence, even as a leader. It requires awareness, knowledge and skills like these to communicate effectively across differences and have the positive impact that matches your intent.

Susana Rinderle is president of Susana Rinderle Consulting LLC. Comment below or email editors@workforce.com.

March 20, 2014June 29, 2023

5 Myths About Unconscious Bias — And 6 Ways to Reduce It

There’s no denying it, unconscious bias is trendy. It’s so trendy, it’s even become an acronym in some of my circles, known affectionately as “UB.” But as often occurs when a term or concept becomes common or mainstream, myths and misinformation abound:

Myth 1: We don’t need to worry anymore about conscious bias or bigotry. We are not “post-racial.” Individual acts of verbal, physical and emotional violence against people due to their real or perceived group membership are still relatively common. One of my least favorite statistics is that the number of active hate groups in the U.S. has increased by 56 percent — to over 900 — since 2000, particularly since President Obama took office in 2008.

Myth 2: I don’t have any unconscious biases. It’s frightening to think we may not be 100 percent aware or in control of what we think and do. But brain science shows that if you’re a human being, your brain operates through biases. Homo sapiens evolved to constantly and unconsciously make immediate decisions based on limited data and pre-existing patterns. We are descended from the more skittish members of our species, so we’re hypersensitive to anything the old parts of our brain deems dangerous. Biases have thus served us for eons, and continue to do so, but are not effective in helping us interact effectively with diverse humans in today’s workplace. Bias elimination is not only ineffective, it’s impossible — the focus should be on bias reduction (see myth 5), choosing behaviors more mindfully, and mitigating any negative impacts of those behaviors. Check out “Blind Spot: Hidden Biases of Good People” for a fascinating read.

Myth 3: I know what my unconscious biases are. By definition, UB is — well — unconscious. You may have a sense of what some are, but be blind to others. Consider taking one or more of the well-researched Implicit Association Tests. Keep in mind that our UB can often conflict with our conscious beliefs and values, and we may even hold negative UB against our own group! I’ve been doing some form of intercultural or diversity work for almost 25 years and many of my early role models were African-American women, and yet I showed a negative bias toward African-American men on one of the tests. Rather than deny our UB, we can be curious about where they come from and how they get so ingrained in our minds despite our good intentions and be more mindful of our actions. UB only become problematic when they manifest in ineffective behaviors.

Myth 4: Hooray! Since everyone’s biased, we can move on from that tired conversation about racism/sexism, etc.! Although everyone’s biased, biases are not equal in their impact at a group level. Negative UB held by a numerical majority or power-dominant group have a disproportionate ability to do harm to numerical minorities or power non-dominant groups.

Myth 5: Since UB is unconscious, there’s nothing I can do about it. Excellent suggestions abound about how to mitigate the effect of negative UB in talent management and hiring practices through awareness, calibration and effective behaviors. However, there seem to be few evidence-based strategies to reduce harmful negative biases in the first place other than these:

Awareness of what our particular unconscious biases are (Pope, Price & Wolfers, 2014).

Empathy, particularly “perspective taking,” or the ability to feel or imagine what another person feels or might feel (Todd, Bodenhausen, Richeson & Galinsky, 2011).

Exposure to counter stereotypical role models. (Dasgupta & Asgari, 2004 and three other studies).

Exposure to positive images to counteract negative bias (Dasgupta & Greenwald, 2001).

Using imagery to imagine alternatives to negative stereotypes (Blair, Ma, & Lenton, 2001).

Training to improve one’s ability to distinguish between faces of individuals in “other” racial groups (Lebrecht, Pierece, Tarr, & Tanaka, 2009, January).

What will you put in motion today to reduce the negative impacts of your unconscious biases?