這樣的時刻讓你質疑別人的意圖和你自己的看法。內心的對話聽起來有點像：“我很沮喪。但我應該這樣做嗎？我有權利這樣做嗎？“ 充其量，這種陰暗的偏見是令人筋疲力盡的。在最壞的情况下，它是毀滅靈魂的。
偏見的性格有時脆弱，在工作場所也很難根除。領導人實施禁止歧視受保護階級的政策，但規則不能封锁無意識的、無意的偏見。你如何立法狀態假設、眼神接觸和靜默的感知？
顯然，組織文化需要改變。但與此同時，一個人每天都會受到微妙的不平等的折磨呢？雖然對偏袒受害者施加額外的負擔是不公平的，但如果他們沒有為這一過渡時期提供應對工具，那麼不公正現象就會被放大。
這就有如種子和土壤的關係。種子是個體，無論周圍的土壤如何，都需要知道如何應對偏見、生存和繁衍。
土壤是一個組織，它並不像它想要的那樣公正。土壤的目標是為不同種子都能够貢獻和成功的地方。
提高種子：個人技能
受害者的偏見需要的技能來代替潰瘍、謾駡，沉默的判斷與開放、誠實和尊重的對話。個人應該知道如何影響他們的工作場所而不疏遠他們需要支持的人。以下是我們看到的人們成功地運用無意識偏見的技巧：
使用“心肺復蘇術。”：你可以用三個層次來面對問題：內容（一次性事件），模式（一系列事件），或關係（在你與他人工作能力模式的影響）。當一個問題是公開的和令人震驚的-有人作出了不寬容的評論。然而，在微妙的情况下，必須收集更多的數據，直到可以描述模式為止。例如，如果老闆反復接觸你的屬下而不是你，你要確保可以舉出幾個實例並提請注意模式，否則你的老闆很可能不會對你描述的單個實例作出誠懇的解釋。最後，通過幫助他人理解他們的行為在信任、合作、自尊等方面的累積效應來考慮解决關係問題。
知道你的目的。當我們經歷到不公，我們常常感到挑釁和蔑視甚至憤怒。在你開口之前，先想想你真正想要什麼?你想要道歉、懲罰或悔改嗎？停止不良行為是否足够？你想要什麼樣的關係？你的目的越明確，你越有可能實現目的。
陳述自己的觀點。技巧熟練的人會謹慎地描述他們的擔憂，而不是發言時只說所自己的判斷和指責。從陳述詳細的事實開始，不需道歉，不做自我壓抑，沒有指責，沒有起訴。試探性地說出這些事實對你意味著什麼，然後邀請別人和對話，嘗試彼此認知與學習。
讓彼此都感覺心安。是否為某個人無意識的偏見偏執狂？如果是這樣，那麼我們都是偏執狂。有技巧的人會認識到，我們所面對的是人類的普遍狀況，而不僅僅是某個人的缺陷。描述別人不受攻擊的偏見行為是很有挑戰的。為未來取得更好的結果，需要我們幫助他人和自己感到心安，同時解决不舒服的問題。例如，你可以先說，“我不認為你意識到這是怎麼發生的……”
改良土壤：組織策略
大多數的組織對嚴重而明顯的故意偏見，會有清楚的紀律管制。但許多缺少必要的策略來消除無意的，無意識偏見和那些“剛剛發生在這裡？”，這些在它們發生之前，就可以避免的偏見行為。下列方法可以影響文化規範和實踐，以顯著减少無意識的偏見。
設定有挑戰性的目標並跟踪結果。領導者必須為結果和行為提供挑戰性的目標，然後讓他們自己對實現這些目標負責。結果包括客觀的措施，如管理員工在組織職涯的各個發展階段（新員工、首長、經理、首長等）、績效評價、內部晋昇、薪酬、福利。並且做好公平的對待，例如認知支持，認知障礙，實現期望，等。
確定關鍵時刻。找出最有可能發生偏差的時間、地點和環境。例如，確定下列中的關鍵時刻：
職涯發展路徑：求職、面試、工作績效評估、工作機會、任務、發展和晋昇。
人生關鍵時刻：婚姻，懷孕/收養，兒童保育，老人照顧，疾病和搬遷。
日常工作環境：工作表現差，任務分配好，與經理摩擦，騷擾和討厭的同事。
綜合不同的解決方案：採用可以包含多樣的解決方案。有的依靠培訓，有的靠政策，有的靠頂層支持。可以綜合更多不同的解決方的作法案，使成功可能性更大。
偏見，尤其是無意的、無意識的偏見，是一個頑固的問題，深深紮根於我們的文化之中。根除它是非常困難的，但是通過培育種子和土壤，組織可以幫助個體應對，同時採取必要的步驟來系統地防止偏見。
How to respond to biased comments on your team?
How to respond to biased comments on your team?
Prejudice in work is overt and insidious. It can be shocking and angry. But the subtle "Wait, what just happened?" Such moments are much more frequent. For example: Customers will assume a subordinate role for your age. Potential customers will only make eye contact with your seemingly more mature colleagues. A male opponent who shows self-confidence tends to label him "strong" and make you feel "chagrined".
Such moments make you question other people's intentions and your own opinions. The inner conversation sounds a bit like, "I'm depressed. But should I do that? Do I have the right to do so? "At best, this dark prejudice is exhausting. In the worst case, it destroys the soul.
Prejudice is sometimes fragile and difficult to eradicate in the workplace. Leaders implement policies that prohibit discrimination against the protected class, but rules cannot block unconscious and unconscious prejudices. How do you legislate state assumptions, eye contact and silent perception?
Obviously, organizational culture needs to change. But at the same time, how can one suffer subtle inequalities every day? Although it is unfair to impose additional burdens on victims of partiality, if they do not provide coping tools for this transitional period, the injustice will be magnified.
It's like the relationship between seeds and soil. Seeds are individuals, regardless of the soil around them, who need to know how to cope with prejudice, survival and reproduction.
Soil is an organization. It is not as just as it wants. The goal of soil is where different seeds can contribute and succeed.
Improving Seeds: Personal Skills
Victims' prejudices require skills to replace ulcers, abuse, silent judgment and open, honest and respectful dialogue. Individuals should know how to influence their workplace without alienating the people they need to support. Here are some techniques that we have seen people successfully employ unconscious prejudice:
Use cardiopulmonary resuscitation. You can face problems at three levels: content (one-off event), pattern (a series of events), or relationship (the impact of your work competency model on others). When a problem is open and shocking - some people make intolerant comments. However, in delicate situations, more data must be collected until patterns can be described. For example, if your boss repeatedly contacts your subordinates rather than you, make sure you can cite several examples and draw attention to patterns, otherwise your boss will probably not give a sincere explanation of the individual examples you describe. Finally, the relationship problem can be solved by helping others understand the cumulative effects of their behavior on trust, cooperation and self-esteem.
Know your purpose. When we experience injustice, we often feel provocative and contemptuous or even angry. Before you speak, think about what you really want? Do you want to apologize, punish or repent? Is it enough to stop bad behavior? What kind of relationship do you want? The clearer your purpose is, the more likely you are to achieve it.
State your point of view. Skilled people carefully describe their concerns rather than just their own judgments and criticisms when speaking. Starting with a detailed statement of the facts, there is no need to apologize, no self-repression, no blame, no prosecution. Tell tentatively what these facts mean to you, then invite others and dialogue, and try to recognize and learn from each other.
Let each other feel at ease. Is it someone's unconscious prejudice paranoia? If so, then we are all paranoid. Skilled people will realize that we are facing the general situation of human beings, not just the defects of one person. It's challenging to describe the prejudices of others who are not attacked. To achieve better results in the future, we need to help others and ourselves feel at ease, while solving uncomfortable problems. For example, you can start by saying, "I don't think you realize how this happened..."
Soil Improvement: Organizational Strategies
Most organizations have clear disciplinary controls over serious and obvious intentional prejudices. But many lack the necessary strategies to eliminate unintentional, unconscious prejudices and those "just happened here?" These prejudices can be avoided before they occur. The following methods can influence cultural norms and practices to significantly reduce unconscious bias.
Set challenging goals and track results. Leaders must provide challenging goals for outcomes and actions, and then hold themselves accountable for achieving those goals. The results include objective measures, such as managing staff at all stages of organizational career development (new employees, directors, managers, directors, etc.), performance evaluation, internal promotion, salary and welfare. And do a good job of fair treatment, such as cognitive support, cognitive impairment, achieve expectations, and so on.
Determine the critical moment. Identify the time, location and environment where deviations are most likely to occur. For example, identify the following critical moments:
Career development path: job hunting, interview, job performance evaluation, job opportunities, tasks, development and promotion.
Key moments in life: marriage, pregnancy/adoption, child care, care for the elderly, illness and relocation.
Daily working environment: poor performance, good assignment, friction with managers, harassment and annoying colleagues.
Integrate different solutions: adopt solutions that can include a variety of solutions. Some rely on training, some on policy, and some on top support. It is possible to synthesize bills from more different parties to make it more likely to succeed.
Prejudice, especially unintentional and unconscious prejudice, is a stubborn problem deeply rooted in our culture. Eradicating it is very difficult, but by nurturing seeds and soil, organizations can help individuals cope, while taking the necessary steps to systematically prevent prejudice.
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