When we talk about unconscious bias, many people think of issues such as race, gender or religion. But the reality is much more complex. Our professional decisions are often influenced by subtle, less visible patterns of thinking – without us being aware of them.
Hidden influences in critical situations
Whether we are assembling a team, allocation important projects or selecting managers, we often unconsciously favour people who are similar to familiar to us. Suggestions are more likely to be accepted if they are presented with confidence. We promote people whose working styles are similar to our own, or favor candidates with familiar backgrounds. These subtle patterns can have a big impact, influencing critical decisions without being noticed.
The risks of unconscious bias
Unconscious biases are significant risks. They can lead to poor decisions – not only in talent selection, but also in leadership behaviour. In times of crisis or change, adherence to familiar thinking patterns can prevent the recognition of new, urgently needed solutions. The risk is that potentials and other possible solutions are not seen, which can jeopardize the long-term success of the organization.
The challenge: raising awareness
Recognising unconscious bias is the first step. The next important step is to actively challenge these patterns. This requires openness to new perspectives and the willingness to break out of entrenched thinking patterns. Only in this way can we create space for solutions that may have been overlooked so far -and that can be crucial, especially in difficult times.
Do you want to find out if and how unconscious biases influence your decisions?
My test provides clarity – with a detailed assessment and specific recommendations.