Unconscious bias and inclusion: two opposites?

Unconscious bias and inclusion often contradict each other. They act like magnetic poles that repel each other. Why? Because people unconsciously look for similarity. Those who are similar – be it in age, origin or interests – feel familiar and like they belong.

But it is precisely this pattern that prevents diversity. This is where a successful diversity & inclusion strategy comes in: It makes prejudices visible and ensures more conscious, fairer decisions.

Why do people unconsciously act in an exclusionary way?

It’s in our nature: we feel most comfortable in so-called in-groups. These can be hobbies, nationalities or even social affiliations, such as “white-German”, “cis woman” or “non-disabled”. Within these groups, we feel more empathy, share values and know what is expected.

The problem? Those who do not belong to the in-group are often perceived as “the others” – regardless of how the person sees themselves. A black person may see themselves as German, a trans woman simply as a woman. But unconscious prejudices pigeonhole them. And this is where it becomes critical, because in-groups are often associated with power. Whoever sets the tone in a company or society decides who belongs – and who doesn’t.

Inclusion means questioning the norm

Who has advantages in a society depends heavily on how close you are to the social norm: “white, cis male, non-disabled, hetero, from a West German academic household”. The further away you are from this, the greater the structural hurdles. This can be seen in all areas of life – from jobs to finding accommodation. Inclusion therefore means not just “open doors”, but actively rethinking: Which norms determine decisions? Where do they lead to unconscious exclusion? And what needs to change?

“Cultural fit” or unconscious discrimination?

The mechanisms of in-groups continue in companies. Applicants who “fit in well with the team” often have better chances. But what does “a good fit” actually mean? Is it shared motivation and values – or is it unconsciously the proximity to one’s own social group? Studies show: Applications with the name Sandra Bauer are invited more often than identical documents from Meryem Öztürk. Why? Because the name triggers unconscious associations.

Two levers against unconscious bias and for inclusion

If you really want to promote inclusion, you have to start on two levels:

Recognize and challenge unconscious bias:
Through training, e-learning or targeted nudges (small impulses to change behaviour)
Through reflection: What thought patterns influence my decisions?
Design structures to be unbiased and inclusive:
Create objective criteria in HR processes and promotions
Assemble more diverse project teams
Consider inclusion as the default mode in all processes

The mini-me bias – and how it affects you

The mini-me bias describes our tendency to find people who are similar to us more likeable. Whether it’s a shared background, a common hobby or the same university – these similarities can dazzle us.

Imagine you are conducting a job interview and find out that the person is from your home village. Suddenly there is a feeling of familiarity. But does that really make the person more qualified for the job? Hardly. And yet it influences your perception.

Where have you encountered the mini-me bias? Read more here about five unconscious biases in everyday working life and find out strategies on how you can do better.