Source: Harvard Business Review: July/August 2016
“Iris Bohnet thinks firms are wasting their money on diversity training. The problem is, most programs just don’t work. Rather than run more workshops or try to eradicate the biases that cause discrimination, she says, companies need to redesign their processes to prevent biased choices in the first place.
Bohnet directs the Women and Public Policy Program at the Harvard Kennedy School and cochairs its Behavioral Insights Group. Her new book, What Works,describes how simple changes—from eliminating the practice of sharing self-evaluations to rewarding office volunteerism—can reduce the biased behaviors that undermine organizational performance. In this edited interview with HBR senior editor Gardiner Morse, Bohnet describes how behavioral design can neutralize our biases and unleash untapped talent.”
“It’s very hard to eliminate our bias, but we can design organizations to make it easier for our biased minds to get things right.”
“Until we see more male kindergarten teachers or female engineers, we need behavioral designs to make it easier for our biased minds to get things right and break the link between our gut reactions and our actions.”
“So if managers see inflated ratings on a self-evaluation, they tend to unconsciously adjust their appraisal up a bit. Likewise, poorer self-appraisals, even if they’re inaccurate, skew managers’ ratings downward. This is a real problem, because there are clear gender (and also cross-cultural) differences in self-confidence.”
“Enlisting men is partly about helping them to see the benefits of equality. Fathers of daughters are some of the strongest proponents of gender equality, for obvious reasons, so they can be particularly powerful voices when it comes to bringing other men along. Research on male CEOs, politicians, and judges show that fathers of daughters care more about gender equality than men without children or with only sons.”
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