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Unconscious Bias: Understanding Bias to Unleash Potential

Unconscious Bias: Understanding Bias to Unleash Potential

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  • Create Date：2021-04-08 11:57:26
  • Update Date：2025-09-06
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  • Author：Pamela Fuller
  • ISBN：1982144319
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Summary

A timely， must-have guide to understanding and overcoming bias in the workplace， from the experts at FranklinCovey。

Unconscious bias affects everyone。 It can look like the disappointment of an HR professional when a candidate for a new position asks about maternity leave。 It can look like preferring the application of an Ivy League graduate over one from a state school。 It can look like assuming a man is more entitled to speak in a meeting than his female junior colleague。

Ideal for every manager who wants to understand and move past their own preconceived ideas， Unconscious Bias explains that bias is the result of mental shortcuts， our likes and dislikes， and is a natural part of the human condition。 And what we assume about each other and how we interact with one another has vast effects on our organizational success—especially in the workplace。 Teaching you how to overcome unconscious bias， this book provides more than thirty unique tools， such as a prep worksheet and a list of ways to reframe your unconscious thoughts。

According to the experts at FranklinCovey， your workplace can achieve its highest performance rate once you start to overcome your biases and allow your employees to be whole people。 By recognizing bias， emphasizing empathy and curiosity， and making true understanding a priority in the workplace， we can unlock the potential of every person we encounter。

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Reviews

James ，

This is one of those books that readers would be better off buying rather than checking out from a library， because a） there is a lot of information in here and b） some of the exercises are actually worth doing。Unlike many books on leadership and inclusion， this one is written to include several different perspectives regarding unconscious bias - the person with bias， the person experiencing bias， and the leader trying to fight bias。 Many books miss that center piece。。。or only deal with one type This is one of those books that readers would be better off buying rather than checking out from a library， because a） there is a lot of information in here and b） some of the exercises are actually worth doing。Unlike many books on leadership and inclusion， this one is written to include several different perspectives regarding unconscious bias - the person with bias， the person experiencing bias， and the leader trying to fight bias。 Many books miss that center piece。。。or only deal with one type of bias。 This book is incredibly well-rounded in this respect and includes many types of bias that even conservative people will be able see existing。I appreciate that one of the authors is LGBTQ and found his contributions particularly insightful， especially from the perspective of someone experiencing bias。One minor complaint。 The chapter on "mindfulness" was bullshitty and didn't have a place with the rest of the materials， which are based on research， data， fact， and experience。 Mindfulness is nothing but bullshit。The chapters are short， which something I really love to see in nonfiction， because it helps breakdown complex topics into intentional， well-sized portions for the reader。 More broadly， the writing style is easy to get into。 The author has a great voice; same with coauthors。 It doesn't read like a typical business book。 It reads better。 Also reads fast。Overall， this is a worthwhile read on the topic with a lot to draw the reader into the conversation。 Pairs well with The Person You Mean to Be （Chugh）。 It's the book I wish my bosses had read。I am likely to buy a copy in spite of the mindfulness chapter。 。。。more

Ruth Millard ，

This book is a leader's guide in people development to help reframe bias in the presence and in communication。 The book was set up to identify bias and help people to be mindful in conversations， and then identify those opportunities to cultivate the connection in conversations。 And when faced with an opportunity or situation to help cultivate that conversation， to come to it with the voice and lense of courage nor resentment， resistance， or purpose to win。 The last part of the book was focused This book is a leader's guide in people development to help reframe bias in the presence and in communication。 The book was set up to identify bias and help people to be mindful in conversations， and then identify those opportunities to cultivate the connection in conversations。 And when faced with an opportunity or situation to help cultivate that conversation， to come to it with the voice and lense of courage nor resentment， resistance， or purpose to win。 The last part of the book was focused on the talent lifecycle and its opportunities to engage in conversation around policies， processes and organizational culture。 A good read for any looking to learn more about bias but also to assess one's own personal bias。 。。。more

Linz Baker ，

Full of personal stories and organizational examples from three different voices， this book uses a growth mindset to help the reader examine their own unconscious biases at home and at work。 It also provides a variety of small， yet powerful， actions that leaders can take to address bias in the workplace。 Full of thought-provoking questions and practical exercises， they move the reader beyond education and into action。 This is a book worthy of a spot on your bookshelf and is a resource to come ba Full of personal stories and organizational examples from three different voices， this book uses a growth mindset to help the reader examine their own unconscious biases at home and at work。 It also provides a variety of small， yet powerful， actions that leaders can take to address bias in the workplace。 Full of thought-provoking questions and practical exercises， they move the reader beyond education and into action。 This is a book worthy of a spot on your bookshelf and is a resource to come back to again and again。 It is also one that is meant to be shared with others in your organization and would be a great springboard for diversity， equity， and inclusion conversations at work。 4。5/5 ⭐️ 。。。more

Gage Abell ，

Filled with numerous examples from seemingly similar national corporations， this book covers the basics for creating systems and auditing existing systems to prevent harmful bias from affecting your work。 This downside is that the content mainly applies to a specific group of workers in corporate settings。 Some of the advice feels vague and doesn't provide many concrete examples of ways to impact a work environment。 Filled with numerous examples from seemingly similar national corporations， this book covers the basics for creating systems and auditing existing systems to prevent harmful bias from affecting your work。 This downside is that the content mainly applies to a specific group of workers in corporate settings。 Some of the advice feels vague and doesn't provide many concrete examples of ways to impact a work environment。 。。。more

Jonathan Alfaro ，

I would argue that if this book is someone’s first introduction to bias， they have a massive amount of learning ahead of them because this book provides the 101 to the 101。 If you’ve already been living and learning through these issues， this is a nice way of tying a lot of ideas together and maybe allowing a little more introspection。

Mark Congiusta ，

TL/DR: Try not to be a complete asshole at work。

Marya ，

As a "management" book， this wasn't half bad。 The gentle guide treats workers as human beings- capable of great diversity that should be acknowledged and celebrated， but also biological limitations that create problems like bias。 I especially liked that the book addressed internal issues like self-reflection as well as external issues like cultivating connection with others。 Not only can you change your frame of mind， but the book will also give you actionable steps you can take within your work As a "management" book， this wasn't half bad。 The gentle guide treats workers as human beings- capable of great diversity that should be acknowledged and celebrated， but also biological limitations that create problems like bias。 I especially liked that the book addressed internal issues like self-reflection as well as external issues like cultivating connection with others。 Not only can you change your frame of mind， but the book will also give you actionable steps you can take within your workplace。 Though， like many management materials， it is much more useful for the corporate sector of Accounts and Departments and Clients and Business Travel， and less so for， say， the shift manager at Arby's。 。。。more

David ，

Good practical guide for identifying and addressing bias for leaders。

Vikrant ，

A must do course for leaders as well as followers where we are naturally biased against out of tribe/not like us people which is a conditioning not relevant to modern lives and organizations or even nations。Its almost ironic that we have become so myopic that we have turned even the farmers anti nationals with our biases with what has transpired politically in India！ But we would happily consume 3 square meals everyday produced by these very so called anti nationals。 Politicians the world over t A must do course for leaders as well as followers where we are naturally biased against out of tribe/not like us people which is a conditioning not relevant to modern lives and organizations or even nations。Its almost ironic that we have become so myopic that we have turned even the farmers anti nationals with our biases with what has transpired politically in India！ But we would happily consume 3 square meals everyday produced by these very so called anti nationals。 Politicians the world over thrive on our unconscious biases everyday。 。。。more

Jacques Du Bruyn ，

It was ok， but really this book could have been a blog post rather。

Brian ，

Great read for any organizational development professional or people-leader。

Jamie Pawlikowski ，

Cannot suggest this book highly enough。 Lived all three perspectives and more than surface level discussion of potential biases。

ISAAC PRASHANTH ，

This review has been hidden because it contains spoilers。 To view it， click here。 Truly a powerful and enlightening book both personally and professionally， which must be on top of your reading list。The authors did an amazing work by choosing the ways to make this topic more relevant and engaging。 This book not only deep-dives into various aspects of bias but also provides a 'how-to approach' and 'how-to reframe' our thought process and awareness。 Each chapter provides with 'Reflection for Individuals' and 'Application for Leaders'。 This is a must for all team members to stre Truly a powerful and enlightening book both personally and professionally， which must be on top of your reading list。The authors did an amazing work by choosing the ways to make this topic more relevant and engaging。 This book not only deep-dives into various aspects of bias but also provides a 'how-to approach' and 'how-to reframe' our thought process and awareness。 Each chapter provides with 'Reflection for Individuals' and 'Application for Leaders'。 This is a must for all team members to strengthen teams and organisations alike。Quick Summary:To be human is to have bias。 If you were to say， “I don’t have bias，” you’d be saying your brain isn’t functioning properly！Wait a minute - does it mean I am biased？ Yes， we all are。 Period。 Blame it on the brain's functioning mechanism。 Looks like， without bias our brain may be paralysed。 Since it is a way our brain gets us through each day with all the onslaught of information coming at us。Unconscious bias also called implicit or cognitive bias can have a positive， benign or negative impact。 Research shows that bias is far more ubiquitous than we can even imagine， and it’s impacting our organisational results - everything from culture， retention， recruitment， innovation and profitability to shareholder return。 But the sense that people who have biases are inherently ill-intentioned or morally flawed is one of the paradigms that stops us from making progress on this issue。The authors provide the below framework to overcome our unconscious bias:Identity Bias → Self-AwarenessCultivate Connection → OpennessChoose Courage → GrowthApply across Talent Lifecycle → ImplementReframing how we think about bias， cultivating meaningful connection， and choosing courage will ensure we are always poised to build high-performing teams。 The aim is move from a Damaging Zone （Abused， Harassed） & Limiting Zone （Ignored， Tolerated） to a High-Performance Zone （Respected， Valued） which increases the likelihood of our operating from the Thinking brain instead of Primitive or Emotional brain。“The fish is the last to discover water。” We can’t see our own biases when we’re surrounded by them。 Making progress on bias often requires us to examine the repercussions of our most deeply held thoughts and beliefs。 The Speed of Trust， says， “We tend to judge ourselves by our intentions， and others by their observable behaviour。” Solving bias isn't a one-shot deal。 We won’t ever have an exhaustive list of all our biases which we will tick off our checklist。 It is our constant willingness to change and adapt as and when it arises。This book provides strategies to embrace our whole selves to confront and bring to light our unconscious biases。 We all have them。 It’s totally normal。 But until we make them visible and begin to understand them， we won’t be able to constructively work through them。 。。。more

Larry Gerber ，

Well done and thoughtful。 With so many books out there on the subject， it is nice to find one with a clear action plan and something that goes beyond “interesting information” and “something to think about。”

Danny ，

Great read。 An excellent way to start examining， discussing， and changing unconscious bias in both our organizations and in our own lives

Avraam Mavridis ，

Loved it。 It should be read by everyone who is any lead role and anyone who is part of an interview process。

Summer ，

This book was written to be an extremely gentle， hand-holding guide for people in power who have never had to deal with their own biases before。 It is executed perfectly。 If you HAVEN'T been under a rock， you will find yourself occasionally rolling your eyes and thinking "My goodness， white folk are SO FRAGILE" but it is what it is， man， do not despise these small beginnings。 Even if you "don't need" this book， it's worth reading。 It's well written， short and sweet。 You will probably get a notio This book was written to be an extremely gentle， hand-holding guide for people in power who have never had to deal with their own biases before。 It is executed perfectly。 If you HAVEN'T been under a rock， you will find yourself occasionally rolling your eyes and thinking "My goodness， white folk are SO FRAGILE" but it is what it is， man， do not despise these small beginnings。 Even if you "don't need" this book， it's worth reading。 It's well written， short and sweet。 You will probably get a notion or two from it。 I， for one， felt that it gave me some really good vocabulary to use when advocating for diversity in my organization。 。。。more

Brianne ，

About halfway through it gets very textbook-y which made It difficult to read， I had to make a plan to read a chapter in the morning and at night so I could get through it。 Started off phenomenal

Andrea Del Angel ，

4 stars。 Reading this as a young professional has been incredibly insightful and the personal stories sprinkled throughout the book made it more enjoyable and engaging。 I feel like this book is helpful for any professional at any stage in their career who would like to learn how to be a better leader （and be more inclusive） in the workplace。

Rosann ，

The two most important points to remember 1。 Bias is about preference not prejudice2。 Meet people where they are If you can start there you can get the most out of the framework the authors present and the lessons the authors are tying to impart。

Christie ，

Very insightful that I intend to look for reflect on how I grow professionally， reframing each bias that I "inadvertently" nurture inside that it affects even my personal life。 Or is it the other way around？ Worth a re-read， folks but that's me being biased！ Very insightful that I intend to look for reflect on how I grow professionally， reframing each bias that I "inadvertently" nurture inside that it affects even my personal life。 Or is it the other way around？ Worth a re-read， folks but that's me being biased！ 。。。more

Carmel ，

This was a good read to point out biases in every day life， but the authors' perspective definitely comes from a "professional" work environment （Franklin-Covey--a consulting firm）。 This isn't a horrible thing， as I think more offices and workplaces in general could use more bias training， but as a teacher， my work seems completely different from the scenarios outlined here （travel， interviews， project management）。 Bias is complicated but something that almost everyone needs to work through。 Thi This was a good read to point out biases in every day life， but the authors' perspective definitely comes from a "professional" work environment （Franklin-Covey--a consulting firm）。 This isn't a horrible thing， as I think more offices and workplaces in general could use more bias training， but as a teacher， my work seems completely different from the scenarios outlined here （travel， interviews， project management）。 Bias is complicated but something that almost everyone needs to work through。 This is a great book for most people to get started--I'd say it's not recommended for those in education （there are better books for you） but for those in a leadership role or development role--this is a must-read。 。。。more

Krizia Irish ，

One of the first books I’ve read in a long time that I have enjoyed and sincerely learned a great deal from in the process。 I thoroughly enjoyed chapter 4 on embracing mindfulness and the examples / stories especially from Anne Chow she shared throughout the book。 I highly recommend this book to all of my friends - whether they are a leader/ supervisor / manager or not we are all part of many different “teams” in life。

Aaron Mikulsky ，

The experts at FranklinCovey show how your workplace can achieve its highest performance once you start to overcome your biases and allow your employees to be whole people。 By recognizing bias， emphasizing empathy and curiosity， and making true understanding a priority in the workplace， you can unlock the potential of every person you encounter。To be human is to have bias。 If you were to say， “I don’t have bias，” you’d be saying your brain isn’t functioning properly！ Essentially， unconscious bia The experts at FranklinCovey show how your workplace can achieve its highest performance once you start to overcome your biases and allow your employees to be whole people。 By recognizing bias， emphasizing empathy and curiosity， and making true understanding a priority in the workplace， you can unlock the potential of every person you encounter。To be human is to have bias。 If you were to say， “I don’t have bias，” you’d be saying your brain isn’t functioning properly！ Essentially， unconscious bias arises from our brain’s capacity problem。 We take in an astonishing 11 million pieces of information each second， but we can consciously process only about 40 of those bits。 To handle the gap， our brains build shortcuts to make sense of this information。 We pay special attention to data that proves our strategy is working and gloss over data that casts doubt （confirmation bias）。 We unconsciously prefer the first job candidate we meet （primacy bias）。 And we simply like people who are like us （affinity bias）。Bias is a preference for or against a thing， person， or group， compared with another。 We’re sometimes conscious of these biases and can state them directly。 Here， the focus is on unconscious bias， also called implicit or cognitive bias。 Research shows that we have unconscious biases around gender， race， job function， personality， age/ generation， socioeconomic status， sexual orientation， gender identity， family status， nationality， language ability， veteran status， culture， weight， height， physical ability， attractiveness， political affiliation， virtual/remote working， hair color— even the messiness of someone’s desk or their posture。 The Bias Progress Model， which moves beyond awareness of unconscious bias to specific action， is comprised of four parts: Identify Bias， Cultivate Connection， Choose Courage， and Apply Across the Talent Lifecycle。 Identify Bias - Each component of this four-part framework is also associated with a principle。 The principle of Identify Bias is self-awareness。 Self-awareness is the intellectual pursuit of introspection。 Increased self-awareness can enable us to identify our biases。 When we build self-awareness， we stop acting automatically and start making better decisions。 Explore Identity - The first step in identifying bias is to know ourselves and examine how personal identity influences and is influenced by bias。 In FranklinCovey’s Identity Model， the sources that comprise our identities include Information。 What we listen to， what we read， what we hear， what we watch—all of that information shapes our world views， perspectives， and biases。 Education。 Our level of education， our field of study， and the specific educational institutions we attended contribute to our sense of self—and our preferences and biases。 Context。 Identity can change as our situation changes: where we live， our religious practice， our situational contexts at work—for example， moving to a new organization or team。 Culture。 This could be race， religion， ethnicity， or geography。 Innate traits。 We have innate preferences that also can contribute to bias and to the way we see circumstances and situations。 Our experiences。 Our experiences stay with us， leaving a lasting impression and influencing how we see future experiences and the choices we make。In FranklinCovey’s Identity Model， these elements and our identity go two ways。 These elements influence our identity， and our identity influences them back， both creating biases。A primary goal of exploring bias is to bring the unconscious to consciousness so that we can improve the quality of our decisions and relationships。 Once we bring the unconscious forward and can name it， we can also do some analysis of it。 Dig into your identity。 Complete 10 “I am” statements about who you are， representing traits such as age， race， gender， culture， physical abilities but also education， religion/spirituality， skills， family relationships， personality， and defining experiences。Consider the correlation between your identity and potential or uncovered biases。 Do they limit possibilities or expand them？ Are they serving you well or getting in the way of what you’re trying to achieve？ Do they influence you to put off decisions or lure you to rush into actions you often regret？Recognize the Bias Traps - Two common biases are in-group bias and negativity bias。 In-group bias is our tendency to favor people we like or those who are like us， while excluding those who are different。 Negativity bias is when we are more powerfully affected by negative experiences than positive ones。 Two common biases under the need for speed are attribution bias， when we judge others on their actions but judge ourselves on our intent， and sunk-cost bias， our tendency to continue our current course of action because we’ve invested time， money， or energy into it。 It’s the idea that we have reached a point of no return。Embrace Mindfulness - Mindfulness is one of the most critical skills required to identify bias in ourselves and others。 Our minds are incredibly prone to wandering away from what’s happening in the present moment; we spend almost half of our day thinking about something other than what we’re actually doing。 Without mindfulness， decisions become automatic。 Mindfulness is a state of mind achieved by concentrating our awareness on the present moment， focusing on our feelings， thoughts， and senses to better understand how we engage with others and react to stimuli。 Ultimately， we’re trying to create the pause between information coming in and our emotional reactions to that information。 It can be hard to know where to start， so consider these best practices: Build a regular meditation practice。 Pause and describe。 Set intention。Cultivate Connection - By intentionally building connection with others， we are essentially filling in the gaps in our supercomputer brains， leaving less room for assumptions and more room for human complexity and nuance。 You may have heard the expression “The fish is the last to discover water。” We can’t see our own biases when we’re surrounded by them。 When we demonstrate empathy toward others， we’re suspending our own beliefs， agendas， and interests to understand those of others。 We make space for real breakthroughs to occur。 Focus on Belonging - Our brain is constantly trying to figure out whether we belong。 Most researchers believe the need to belong is a critical psychological need。 And yet in so many ways our workplace structures don’t cultivate belonging or promote connection。Being your authentic self at work is the first step to belonging。 It is the open part where you are transparent and honest about your identity: who you are， what fuels you， and how you communicate。Tap into the power of networks - Mentorship is about skill-building， coaching is about strategy， and sponsorship is about reputation。 Making progress requires a safe space。 The confidant is someone you trust implicitly and with whom you can share your thoughts around being on the receiving end of bias or having biases yourself。 Sometimes the confidant is a trusted colleague and sometimes， a friend。 Ideally， it’s not one person but a few people。Choose Courage - When we bring unconscious biases to the surface， we find they’re often not in alignment with our values。 But we don’t necessarily know what to do about that imbalance。 In the FranklinCovey framework， choosing courage helps us make progress on bias at all levels， particularly in our teams and organizations。 Courage in this context is the mental or moral strength to strive and persevere in the face of uncertainty， fear， and difficulty。 Courage is framed in four different ways to allow for the reality of circumstances: Courage to identify， to cope， to be an ally， and to be an advocate。Apply Across the Talent Lifecycle How can we genuinely and sincerely apply the principles of self-awareness， openness， and growth to the Talent Lifecycle—not because we’re obligated to do so but because we recognize that diversity and inclusion are critical to sustain a high-performing organization。 The decisions of the Talent Lifecycle fall under three categories: getting hired， contributing and engaging， and moving up。Here were some tips for hiring and interviewing - Create trained hiring panels。 Move away from one-on-one interviews。 Build a process whereby hiring officials are required to complete training on bias， effective interviewing skills， and determining competency and skill。 Require that multiple hiring officials participate in and collaborate during interviews。 。。。more

Jim ，

An interesting look and discussion on bias in the workplace and how to overcome it 0r reduce its effects。 The authors did note that actions such as they identify would take organizations years to change。 Academic research requires one to overcome preconceived bias as well in a not all to different fashion as it is all part of human nature。 Worth the time investment to read。

Athanasia ，

I have been looking for years for a book like this， great start to such a difficult subject， hopefully many HR professionals （ and not only） will buy this book and start working on the suggestions provided。It starts full of enthusiasm and passion on the issue and solutions and half way through transforms to a boring text book like all those "the leader's guide 。。。。" books， （ it feels that they have tried not to though）， shame I was expecting more， maybe a re-read might help in changing my mind。。 I have been looking for years for a book like this， great start to such a difficult subject， hopefully many HR professionals （ and not only） will buy this book and start working on the suggestions provided。It starts full of enthusiasm and passion on the issue and solutions and half way through transforms to a boring text book like all those "the leader's guide 。。。。" books， （ it feels that they have tried not to though）， shame I was expecting more， maybe a re-read might help in changing my mind。。。Additionally not available at Audible UK or to international listeners but US only， it's 2020 open the borders to knowledge and creativity！ 。。。more

Dan Marshall ，

It is very true that Unconscious bias affects everyone。 I didn't really clearly understand this until seeing this through the eyes of the authors。 We all have various different experiences and we often overlook the bias we all have and work to justify them。 This book provides a framework for understanding our personal likes and dislikes and how it affects organizational and personal behavior。 We often think that once in the workplace we all perceive a situation as the same and our personal histo It is very true that Unconscious bias affects everyone。 I didn't really clearly understand this until seeing this through the eyes of the authors。 We all have various different experiences and we often overlook the bias we all have and work to justify them。 This book provides a framework for understanding our personal likes and dislikes and how it affects organizational and personal behavior。 We often think that once in the workplace we all perceive a situation as the same and our personal histories and experiences are congruent。 This book helps shed light on how to change your paradigm and improve your perspective as a leader。 I think the solutions offered in this well written situational book should be a foundational ready for any organization leader or manager。 I sincerely hope they turn this into a course。 Do yourself a favor and read this book it will help with adapting to changing perspectives and make you a better leader！ 。。。more

Richard Propes ，

"As leaders， we have an obligation to help each of our team members develop a career as robust and rewarding as they desire it to be。。。" - Anne Chow， CEO of AT&T Business From the leadership experts at FranklinCovey， "The Leader's Guide to Unconscious Bias" is an extraordinary guide to reframing bias， cultivating connection， and creating high-performing teams。 Written in a remarkably accessible and practical style， "The Leader's Guide to Unconscious Bias" starts with a basic truth - unconscious "As leaders， we have an obligation to help each of our team members develop a career as robust and rewarding as they desire it to be。。。" - Anne Chow， CEO of AT&T Business From the leadership experts at FranklinCovey， "The Leader's Guide to Unconscious Bias" is an extraordinary guide to reframing bias， cultivating connection， and creating high-performing teams。 Written in a remarkably accessible and practical style， "The Leader's Guide to Unconscious Bias" starts with a basic truth - unconscious bias is impacting organizational performance whether we know it or not。 From there， FranklinCovey chief thought leader on inclusion and bias Pamela Fuller joins co-writers Mark Murphy， a Franklin Covey senior consultant， and AT&T Business CEO Anne Chow in crafting a four-part framework to identify bias， cultivate connection， choose courage， and apply against the talent lifecycle。 The end result， both applicable and inspirational， is a book that equips readers with tangible tools to create the best environment for all of their team members and to mitigate possible negative impacts of workplace bias。 I wasn't much past the preface to what I'll start calling "Unconscious Bias，" a preface sharing that between the time the authors sent their manuscript to the editors at Simon & Schuster on May 15th， 2020 and two weeks later when they received it back for review that the world had dramatically changed as the impact of quarantine had begun to be overshadowed in powerful ways by global protests about racial injustice。 While the connection between injustice and bias， especially within a corporate setting， may seem thin， the truth is they are interwoven。 "Unconscious Bias" asserts that bias is， in fact， part of the human condition and how our brains work。 To be human is to have bias。 The power of "Unconscious Bias，" a book that challenged me in ways big and small， is that it simultaneously speaks to the corporate world while tapping into the humanity that we all bring into our roles as employees， leaders， and human beings。 While speaking to organizations， "Unconscious Bias" encourages each reader to explore vulnerability， develop curiosity， and build empathy - essential choices to be made in moving past our negative biases and choosing courage。 Tackling our biases does take courage。 "Unconscious Bias" explores best practices and strategies applicable to the Talent Lifecycle and speaks to building high-performing teams AND high-performing individuals and creating the high-performing cultures that will foster both of these things。 Yet， it was the final paragraph of the preface that really hooked me， a simple statement shared from FranklinCovey CEO Bob Whitman that "You must do the work your goals require，" words shared at a conference yet words that ultimately guide the organizational cultures we create and our work toward a more inclusive world and organization。 Fuller， Chow， and Murphy have crafted an intelligent， insightful， and almost stunningly compassionate book that defines bias， explores the ways in which it helps and hurts performance， and explored tangible ways， many of them documented at the end of each remarkable chapter， we can course-correct when we become aware of unconscious bias influencing our work。 As a professional with a disability， it has been rare for me to see a book addressing leadership skills that gives attention to employees， job seekers， and professional leaders with disabilities。 Yet， "Unconscious Bias" does so and does so regularly throughout the book。 Truthfully？ I'll even admit I cried once。 Okay， actually， I think I cried and then did a fist bump in the air。 The core of "Unconscious Bias" is the Bias Progress Model， a model that takes the central concepts of identifying bias， cultivating connection， and choosing courage and applies it across the Talent Lifecycle。 The power of this teaching for me is found early in the book as we learn to take that lifecycle and go beyond the usual realm of law and policy。 Each central concept is associated with a principle， for example "self-awareness，" and "Unconscious Bias" beautifully explores both central concept and principle and the ways they work together。 In addition to the wisdom of each chapter， each chapter ends with an extended reflection for individuals along with "Application for Leaders，" both essentially practical exercises to help integrate the material more fully。 "Unconscious Bias" became a book that I started with reading。 Then， I read it again。 Then， I re-read it again AND began working through both the reflections and applications。 Truthfully？ I'm still not done。 Each time through "Unconscious Bias" has resulted in seeing something new and having a new "Aha！" moment come to life。 The chapters make sense and flow beautifully。 The first part， Identify Bias， explores identity， an understanding of neuroscience， recognizing bias trips， and embracing mindfulness。 Ah， mindfulness。In the second part， Cultivating Connection， "Unconscious Bias" explores belonging， curiosity， empathy， the power of networks， and the ever important navigation of difficult conversations。 Choosing Courage explores the courage to identify， cope， be an ally， and be an advocate。 While， finally， the actual Talent Lifecycle explores the very real world issues of getting hired， contributing/engaging， and moving up。 All of these areas are addressed in ways that are meaningful to both individuals and organizations and in ways that are inclusive and refreshingly transparent and vulnerable。 If it's not yet readily apparent， I loved "The Leader's Guide to Unconscious Bias，" a powerful and enlightening book both personally and professionally that is beautifully written in a way that makes it easy to read yet also in a way that will make you want to re-read it again and again and again。 I would easily recommend taking the time to explore the exercises at the end of each chapter， exercises that marvelously illuminate the writing and will no doubt help integrate the material so that you'll find， as I have， that the teaching will come to mind the next time you find yourself in a situation where you're experiencing unconscious bias。 In the short time since I read the book for the third time， I've seen myself applying these lessons as an employee and as a leader and there's no doubt this will continue as I work to have the courage to understand bias's role in my life and what I can do about it。 Easily one of my favorite books on business and leadership in 2020， "The Leader's Guide to Unconscious Bias" is available November 10th from Simon & Schuster。 。。。more

Ryan ，

I had the opportunity to read this book as part of the launch team， and it was good enough to where I jumped ahead in the reading schedule。 As a white man in leadership， I was challenged to pull others along with me。 I am committed to doing this and now aware of so many areas besides the obvious that bias is creeping in。 We are made successful by the quality of our teams and the principles in this book will help me to build the best team possible。

Reference

google book https://www.google.com/search?tbm=bks&q=Unconscious Bias: Understanding Bias to Unleash Potential

hathitrust digital library https://babel.hathitrust.org/cgi/ls?q1=Unconscious Bias: Understanding Bias to Unleash Potential&field1=ocr&a=srchls&ft=ft&lmt=ft

The British Library https://bll01.primo.exlibrisgroup.com/discovery/search?query=any,contains,Unconscious Bias: Understanding Bias to Unleash Potential&tab=LibraryCatalog&search_scope=Not_BL_Suppress&vid=44BL_INST:BLL01&lang=en&offset=0