Breaking Barriers: Confronting Bias in the Modern Workplace

Over a cup of coffee with a people partner at a professional services firm, we became engaged in a deep conversation about unconscious bias. He remarked how fortunate it was, given his role, that he had no biases. It was the kind of comment I’ve grown used to hearing over the years.

Ironically, it perfectly demonstrated one of the most common biases: our tendency to see ourselves in a more favourable light than those around us. Known as self-serving or egocentric bias, this belief can be amusing but also dangerous. It leads people to think road safety campaigns are aimed at others, not them.

When it comes to a sensitive topic like bias, we’re far more likely to notice it in others than ourselves. And here’s another irony: those who insist they have no bias are often the most biased of all. If we don’t acknowledge our biases, we’re unlikely to reflect on our decisions or change our behaviour—trapping ourselves in cycles of unconscious prejudice.

This self-serving bias creates a major roadblock to understanding how unconscious bias operates. The policies championed by this “bias-free” people partner reflected his own preferences and worldview. A product of public school and Oxbridge, he wanted his firm to focus recruitment efforts almost exclusively on graduates from Oxford and Cambridge. When it was pointed out that such a policy would stifle diversity and limit access to a broader talent pool, he remained staunchly in favour. His personal experience shaped his bias—he associated these universities with high-calibre individuals because they were like him.

What is unconscious bias?

So, what exactly is unconscious bias? It’s the automatic, deeply ingrained associations that shape our perceptions, judgments and behaviours without us even realizing it. These biases stem from our upbringing, culture and personal experiences. They subtly influence how we evaluate and interact with others based on characteristics like race, gender, age, disability, or socioeconomic background.

Beyond influencing thoughts, unconscious biases often trigger emotional reactions—such as distrust, discomfort or preference—which can lead to exclusion or favouritism. Even when we consciously value fairness and equality, these biases can seep into our decisions and perpetuate systemic disparities if left unchecked.

What is in-group bias?

The people partner’s insistence on targeting elite universities is a prime example of in-group bias—our natural preference for those who are like us. In-group members are seen as individuals, while others are lumped into groups or stereotypes. A fascinating study illustrates this. Researchers staged scenarios where someone needed help in public, and the amount of assistance they received depended on the football shirt they wore. A Liverpool fan, for example, was more likely to help someone wearing a Liverpool shirt than someone wearing a rival team’s colours. Swap the shirt, and the bias flipped. In the workplace, in-group bias means managers are more likely to connect emotionally and invest in people they see as “one of us.”

This dynamic significantly impacts performance and opportunities. I once spoke with a senior leader who claimed there were no in-groups or out-groups in his organization. As a rule of thumb, if someone says this, they’re in the in-group. For in-group members, the workplace seems fair—after all, they’re included in decisions and offered opportunities. But if you’re in the out-group, you know what it feels like to be excluded, overlooked and left behind as others advance more quickly.

How can bias affect different groups?

It’s important to note that while bias affects everyone, its impact varies across different groups. Women, minorities, disabled individuals and LGBTQ+ people often experience bias in unique and intersectional ways. A one-size-fits-all approach won’t address these differences. People with disabilities, for example, can be viewed as being less competent and needing greater support to get their work done. Women on the other hand, can be seen as having strengths in the areas of compassion, care and empathy. Those women who are authoritative, ambitious and assertive are acting in counter-stereotypical ways for which they are usually penalized. It is essential that we create the conditions in our organizations which mean we can discuss stereotypes and biases to be able to combat them, thus reducing exclusion.

How can we tackle unconscious bias?

There are three steps to start tackling unconscious bias:

1. Overcoming egocentric thinking – we need to confront the self-serving bias that makes us believe we’re exempt. Bias isn’t a flaw limited to some; it’s a universal human condition. The world isn’t divided into those who are biased and those who aren’t. Instead, it’s divided into those who acknowledge their biases and those who deny them.

2. Acknowledging our own biases – this is challenging because it requires vulnerability and humility. It’s easier to point fingers at others than to look in the mirror. But if we’re serious about reducing bias in our organizations, we need compassion, understanding and empathy—not just for others but for ourselves. Recognizing bias isn’t about blame; it’s about growth.

3. Reflecting on our decisions and interactions – we can begin to uncover the biases lurking beneath the surface. From there, we can make conscious efforts to challenge them—broadening our perspectives, diversifying our teams and creating environments where everyone feels valued and included. It’s not easy work, but it’s necessary.

Tackling unconscious bias begins with self-awareness, honest reflection and a commitment to challenge entrenched assumptions. Creating inclusive environments is not only fair but essential for making the most of the talent available to us.

Overcoming bias: next steps

If we want to build fairer workplaces, we must first face the biases we’d rather not see, both in others and in ourselves. Unconscious biases—such as self-serving and in-group biases—subtly influence our perceptions, decisions and behaviours, often favouring those who are like us while excluding others. Over time, these biases become ingrained in workplace processes, shaping recruitment, promotions and decision-making in ways that limit diversity and inclusion.

These biases can shape how we view and treat others, often limiting opportunities for those outside our preferred groups and creating barriers to diversity, inclusion and fairness. By failing to address them, we miss out on a wealth of talent, fresh perspectives and innovative ideas that come from diverse teams. Tackling bias isn’t just a moral imperative; it’s a business necessity. The more we challenge our biases and broaden our perspectives, the better equipped we’ll be to make the most of the talent available to us, ensuring everyone has the chance to thrive.