How to overcome unconscious bias at staff meetings

You’ve had a long day at work, you’re tired but you need to attend a staff meeting. While you sit waiting for the meeting to begin, a colleague asks to sit on your chair. There are other chairs available but the colleague insists on your one. What would you think? What would your initial reaction be? Annoyance? Confusion?

Knee-jerk reactions

The initial judgments and expectations we have including how we expect others to behave, are influenced by our deeply held thoughts, emotions, and beliefs. This includes both our conscious and unconscious biases, and they occur without us even realizing it. However, our understanding of a situation may not be what it initially seems.

The scenario mentioned above may seem extreme, but it is one that I, as a manager, have personally experienced. For an individual, being unable to sit in a specific place can cause intense anxiety. Having a consistent working environment and routine can offer stability for someone who struggles to comprehend and navigate the world around them.

Anxiety often rules the day

Remember the following text:

Barron (2016), an autistic journalist, describes how he used his polarized thinking to create control and structure in his day as a coping mechanism to minimize the unpredictability of daily life. He explains, ‘I devised a series of arbitrary, unwritten rules I expected them [people] to follow that was in line with my black-and-white thinking patterns. When they failed to perform according to these rules – rules they were largely unaware of – all hell broke loose in my world and theirs.’ For Barron, the unpredictability of life made him feel as if he had lost control, and his anxiety would feel unbearable, often causing him to have angry outbursts directed at other people. This apparently inappropriate behavior was his way of making sense of an environment that often had chaos and anxiety at its core instead of control and structure.

In the first example above, the need to sit in a certain place in a meeting may thus provide a sense of security as a way of overcoming anxiety. It’s also important to note that some people may find it difficult to communicate or may even not be aware of how others who may perceive life differently from them might perceive their behavior.

We judge by our unconscious parameters

We need to strike a balance between acceptance and support, and between setting boundaries and expectations, in order to provide guidance, create a sense of belonging, and offer encouragement. We can't judge others using the same standards if they experience the world differently. It's important to be aware of the factors that influence our own judgments. Our world has established social norms, rules, and regulations based on a limited understanding of human behavior deemed "acceptable" by society. Expanding our understanding of the complexities of the human experience and recognizing individual differences can improve our ability to live in harmony with others. To be aware of the influences on our judgments, it's essential to engage in self-reflection both professionally and personally.

An inclusive working environment is only the beginning

It's essential to understand that creating an inclusive work environment is just one aspect of supporting neurodiverse colleagues. Establishing a trusting and open dialogue is equally important to help employees thrive and feel comfortable expressing their anxieties, needs, and preferences, which can change daily based on their experiences throughout the week.

Once these support systems are in place, the unique perspectives, creativity, and innovative ideas that neurodivergent individuals bring to an organization are truly remarkable. A great example of this can be seen in top American companies such as those in Silicon Valley.

Top tips for supporting a neurodiverse workforce

On a local team/departmental level:

Recognise that everyone has unconscious bias and encourage discussion around personal perspectives and opinions, allowing for respectful differences of opinion.
Respectfully call out the biases, naming and discussing them as appropriate.
Create opportunities for supportive networks and groups.
Have one-to-one meetings and ask what support strategies may help.
Focus on developing a working relationship of trust where the employee feels valued and supported and feels confident about being honest about themselves and their challenges.
Offer training opportunities, including talks from external speakers or employees themselves if they are willing.
Set appropriate expectations and boundaries.

On a wider institutional level:

Revise systems and cultivate connection. Cultivate an environment of self-reflection to encourage awareness of any biases and to act as a platform for discussion. Staff on my team have weekly protected time to self-reflect on their practice, theory knowledge and emotional connection to their work and colleagues. Every two months, there is a group discussion to talk through recurring themes from the self-reflection sessions within a philosophical framework. Try a social, team-building event together outside the work environment.
Develop supportive appraisal and management systems.
Recruit a diverse workforce and review recruitment processes.
Celebrate different types of diversity.

Each one of us is unique and no one has the same disposition, life experiences or perceptions. It’s what makes humanity so rich and it should be celebrated. However, it can only be truly appreciated if we try to understand each other and check ourselves so we are not quick to judge.