Recognizable biases in the workplace
In-group and out-group bias: group dynamics and exclusion
People naturally tend to form groups and favor their own group (ingroup) over others (outgroup). This can lead to:
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Preferential treatment for colleagues within the same team.
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Distrust or unnecessary competition between departments.
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Exclusion of colleagues who are seen as ‘different’.
How can you help?
As a confidential advisor, you can help teams recognize and break this bias. By initiating team reflections and promoting conscious inclusion, you prevent ingroup-outgroup dynamics from leading to exclusion.
The fundamental attribution error: judging too quickly
People often attribute others’ behavior to personality traits rather than external circumstances. This can lead to misunderstandings, for example:
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A colleague who is regularly late is seen as lazy, while they may be dealing with personal issues.
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An employee who makes a mistake is labeled incompetent, while the issue may lie in poor instructions.
How can you help?
As a confidential advisor, you can encourage employees to ask open questions instead of judging immediately. In team training, you can promote empathy and nuance to reduce prejudice.
Confirmation bias: seeing what you want to see
People tend to seek and remember information that confirms their existing beliefs. This can lead to:
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Unfair evaluation of colleagues or departments based on previous experiences.
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Holding on to wrong decisions because opposing information is ignored.
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Incorrect assumptions about reports of unwanted behavior.
How can you help?
You can challenge employees to consider different perspectives and remain objective. Train managers to consciously reflect on their decisions and critically examine assumptions.
Groupthink: the dangers of too much harmony
In many work environments, harmony is valued, but this can also lead to:
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Poor decision-making due to lack of critical voices.
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Employees feeling afraid to express a dissenting opinion.
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Blind spots in policies or practices.
How can you help?
Encourage an open culture by, for example:
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Implementing anonymous feedback channels.
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Appointing a ‘devil’s advocate’ in meetings.
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Integrating critical questions and reflection into decision-making processes.
The proactive role of the confidential advisor
As a confidential advisor, you can contribute to structural change by:
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Initiating team reflections in which cognitive errors and group dynamics are discussed.
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Training managers to recognize biases and promote inclusive decision-making.
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Advising HR on strategies to foster an open and safe work culture.
An inclusive and safe work environment starts with awareness. By breaking unconscious thought patterns, you help employees and teams collaborate more fairly, objectively, and with greater mutual understanding.