Copyright Date:
2020
Edition Date:
2020
Release Date:
11/10/20
ISBN:
1-9821443-1-9
ISBN 13:
978-1-9821443-1-9
Dewey:
658
Language:
English
Reviews:
Publishers Weekly
(Fri Oct 06 00:00:00 CDT 2023)
Fuller, who works on leadership issues of bias and inclusion at consulting firm FranklinCovey (of The 7 Habits of Highly Effective People fame), debuts with a useful toolkit for organizations looking to face institutional- and individual-level unconscious bias. The first step, she writes, is discounting the idea that bias means one is -inherently ill-intentioned or morally flawed,- which makes people reluctant to acknowledge, and thus to take action against, their own biases. She then guides managers through ways to make workers feel -respected, included, valued,- and hence motivated to achieve at a high level, using FranklinCovey-s Bias Progress Model. This strategy calls for employers to -choose courage- by making a conscious commitment to diversity and inclusivity initiatives and to educate themselves about where bias comes from and cultivate the habit of being on the guard against it. Fuller-s tone is encouraging without letting readers off the hook, and she provides a plethora of tools for nurturing diversity and inclusion-worksheets, scripts, strategies, reflection questions, and so on. As those familiar with the FranklinCovey brand are likely to expect, this is a clearheaded, no-nonsense approach to addressing bias in all the places it may be found. Agent: Shannon Marven, Dupree Miller & Assoc. (Oct.)
Chapter 1: Explore Identity: Reflection for Individuals
Chapter 1: Explore Identity Reflection for Individuals
Discover "I am" Statements
1. Dig into your own identity. Complete ten "I am" statements about who you are representing both "above the water" (age, race, gender, culture, physical abilities) and "below the water" identifiers (education, religion/spirituality, skills, family relationships, personality, defining experiences, etc.). Don't overthink these; just jot down the first things to cross your mind.
I am
2. Think carefully about those identifiers that may fuel an unconscious (or conscious) bias toward others. Put an X next to those identifiers. For example, an avid reader may hold a negative bias toward those who never pick up a book or even listen to an audiobook. Be honest about how your identifiers influence how you make decisions, view relationships, or see others. 3. Put an O next to the identifiers that you feel could or have made others biased toward you. There might be identifiers where you have both an X and an O.Write an Origin Story
4. 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?
5. Analyze how your "I am" statements connect to what you value and how they ultimately make you feel (vulnerable, proud, indifferent, etc.).
6. Pick an "I am" statement with an X and list where it may have come from (media, parents, peers, society, education, context, culture, innate trait, etc.).
7. Identify any facets of your identity (personality, experiences, etc.) that may have reinforced your uncovered or potential bias.
Remember that all the components of our identifiers make us biased in some way toward others. We lay our values over other people, and that potentially makes us susceptible to bias, just as other people are laying their values over us.
Excerpted from The Leader's Guide to Unconscious Bias: How to Reframe Bias, Cultivate Connection, and Create High-Performing Teams by Pamela Fuller, Mark Murphy
All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.
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, The Leader’s Guide to 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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