Does unconscious bias training work? The evidence says it does

Lisa Jobson, EW Group Diversity and Inclusion Specialist, reflects on the criticisms of unconscious bias training and sets out a compelling case for why training does work when implemented properly.

Awareness of the business case for Diversity, Equity and Inclusion (DEI) has never been stronger, and as a result, many businesses are choosing to provide their employees with unconscious bias training, often those with recruitment responsibilities. The recent 2023 McKinsey report estimated that the global market for DEI would more than double to $15.4 billion by 2026, demonstrating the growing belief in the importance of DEI to organisational success. However, the effectiveness of unconscious bias training continues to be hotly debated.

Despite many statistics supporting its effectiveness, the Conservative Party recently claimed it is “divisive nonsense”. And the outgoing chair of the Institute of Race Relations, Colin Prescod, argues it sidesteps the real issue of tackling racial injustice.

Others argue that this kind of training is ‘woke’, anti-free-speech, unfairly labels individuals as biased, or simply does not work.

So, what does the evidence say – does unconscious bias training work or is it ineffective as its detractors claim?

JUMP TO:

• Unconscious bias is proven to exist
• What the research shows
• Does unconscious bias limit personal freedom?
• Why should we challenge our own biases?
• So does unconscious bias training work when done well?

Unconscious bias is proven to exist

Many studies using functional magnetic resonance imaging (fMRI) scans such as Pragya Agarwal’s research outlined in Scientific America, and the earlier Insights From fMRI Studies Into Ingroup Bias, have demonstrated that unconscious biases do exist within the brain.

Our conscious brain does not have time to fully interpret all the information we see and relies on biases to rapidly categorise people as “like me” and not “like me”. Typically, scans showed that people display more emotional, negative unconscious responses to those that were unlike them (categorised as the out-group) as opposed to those they had more in common with (their in-group). This is unconscious bias in action.

The same disparity between unconscious emotional responses towards in-group and out-group individuals has been shown to occur across a range of situations including increased threat perception, feelings of schadenfreude (pleasure derived by someone from another person’s misfortune), and understanding others’ mindsets.

All these biases are implicit; they happen unconsciously but if we become aware of them, can we challenge ourselves and begin to overcome them? Experienced DEI consultant, Femi Otitoju, argues that we can:

“Our biases are not our fault, but by recognising the biases we already have, and being proactive in shifting them, we can make a positive change to our workplaces and wider society. It takes commitment, time and creativity but it can be done.”

Femi Otitoju, Founder, Challenge Consultancy

So, science shows that unconscious biases exist and overcoming them is crucial if we want workplaces to be fair, equitable environments where everyone can succeed regardless of their background – learn more about unconscious bias in the workplace here.

Not only does overcoming biases allow businesses to make the most of the talent available to them, but it also helps create a more inclusive culture where employees are able to do their best work leading to greater organisational success.

Diverse businesses are 35% more likely to financially outperform their industry’s national average.

McKinsey 2015 report

What the research shows about the effectiveness of unconscious bias training

A large body of evidence exists that shows unconscious bias training is indeed effective when done properly and can be part of a comprehensive DEI programme that drives real culture change within organisations. Here is a just a selection of the research.

Equality and Human Rights Commission

A research report by the Equality and Human Rights Commission in 2018 evaluated 18 academic investigations that focused on the efficacy of unconscious bias training. They found that, overall, training interventions:

• increased participants’ awareness of unconscious bias
• reduced the strength of unconscious bias (though it did not completely neutralise it)
• weakly reduced the strength of explicit bias (although the precise measurement of explicit bias was found to be lacking in all studies)
• may or may not change behaviours (this is due to there being insufficient research available and existing research utilising low-validity research evaluation methods)

The research concluded that the most effective means of raising awareness and reducing bias were using the Implicit Association Test (IAT) coupled with a debrief, educating staff on unconscious bias theory, long-term training programmes, and interactive workshops.

University of Wisconsin’s Prejudice habit-breaking intervention study

Patricia G. Devine and her colleagues at the Psychology Department of the University of Wisconsin conducted a study in 2008 on the effects of interventions in the long-term reduction of implicit race bias.

Over the course of twelve weeks, participants underwent a combination of awareness-raising and training sessions with assessments taken to gauge levels of bias before and after.

The study found the intervention led to a dramatic reduction in implicit race bias. The study supports the opinion that ‘one-shot’ strategies or interventions are not effective in the long-term, and to drive long-lasting change they must be part of a wider and more meaningful programme.

University of Pennsylvania’s Wharton School study

A study often cited by critics is that undertaken in 2019 by the University of Pennsylvania’s Wharton School. In it, researchers partnered with a large business and provided a single session of inclusive leadership workplace training to 3,016 employees. The results showed that women and ethnic minority participants showed the greatest change in perceptions and behaviour, compared to white men, who showed only limited improvements. In essence, those more likely to experience bias were more likely to respond to the training.

It is worth noting, however, that the study did not look at the effects of longer-term training, or how a company’s culture might be affected by significant numbers of staff having an increased understanding of equality, diversity, and inclusion. Indeed, single sessions can sometimes be used as a cynical exercise to limit corporate risk as opposed to a means of creating truly equal workplaces.

Our own experience over many years has shown that unconscious bias training does work, bringing long-term change, but only when efforts are concerted and embedded into company policy and processes. As found by the Kansas Journal of Medicine in their study on unconscious bias training, multipronged, interdisciplinary initiatives that are sustained over an extended period are more likely to achieve results than one-off training sessions. It is imperative that training is linked to wider programmes and institutional transformation to drive effective change.

Does unconscious bias training limit personal freedom?

Other critics of unconscious bias training argue that it is anti-free-speech and that it can lead to individuals being unfairly called out and hounded due to their personal, unconscious views. This might be the case for some training courses, but in our experience, it could not be further from the truth.

When planned and performed correctly, training should never force a participant to change their views or make them feel uncomfortable. It should be grounded in data, inclusive, and understanding of diverse beliefs, and used primarily as an educational exercise, not an accusatory punishment.

In one example of EW Group’s work, we performed an analysis of a business’ recruitment and selection processes; the company had recently been taken to an employment tribunal. We forensically analysed the company’s practices, interviewed, and worked alongside a substantial number of staff, and used this insight to craft recommendations that the company implemented. One of these proposals was training for staff involved in recruitment. The effects were then measured over several years, during which diverse staff representation increased dramatically at all levels of the business.

At no point in the process or training was any member of staff called sexist, racist, or otherwise. Instead, we simply provided practical steps, grounded in data, that staff could take. Understanding was at the heart of every recommendation and action taken – a far cry from notions of autocratic re-education so often espoused by critics. In answer to the question “Does unconscious bias training work?” it was a resounding ‘yes’ from our client.

Why should we challenge our own biases?

As demonstrated earlier, while research has shown us that it is not our fault if we have unconscious biases, if we want a fairer society, then arguably it is our responsibility to do something about it. Everyone has their individual preferences and implicit associations, but when people have power and privilege, they can enshrine their biases in the environments and institutions they control.

It is important to remember societies build biases and unconscious bias training is not about blaming individuals. Rather, it should be focussed on shaking organisational structures to dislodge the bias. Unconscious bias training needs to be part of systematic change where leaders and managers are all working towards a merit-based organisation, ensuring the best talent is recruited, retained and promoted.

Acknowledging unconscious bias makes it easier to recognise the roots of conscious bias and outright prejudice and discrimination. Once we see that they are all stages on the same continuum, it is impossible to deny the imperative of starting to combat bias early, systemically and consistently.

“Great unconscious bias training provides a positive and supportive environment for leaders and managers to think through how to ensure we recruit the best staff rather than inadvertently clone ourselves. “

Jane Farrell, Founder, EW Group

So, does unconscious bias training work when done well?

Unconscious bias training does work. It has been used by countless organisations to improve representation and inclusivity, and they have enjoyed enviable benefits as a result. Detractors are right that one-off training courses are unlikely to be effective, but as part of a comprehensive DEI programme the results are hard to refute.

From the number and nature of cases of harassment and the lack of representation in government and the wider business landscape, it suggests that organisations and businesses need to think carefully about how to tackle racism and sexism and ensure that they play their part in building an inclusive working environment.

Dealing with social inequalities can feel like a momentous task. Understanding how pervasive and entrenched implicit associations are in individuals, organisations and communities can sometimes make us feel that one person can make very little difference.

Our training helps employees see how they can start to take control of their biases and support others to do the same. We give people the tools to begin to make strategic change in their organisations and the enthusiasm to start work straight away.

“There’s a misconception that unconscious bias training ‘points the finger’, is guilt inducing, and tells people off for who or what they are. This is simply not true. Good unconscious bias training makes sure that we have an opportunity to think through our biases and decide what we can say and do to ensure that our biases are not played out in the workplace. Essentially, it equips people to become better leaders, managers, colleagues and also to take this thinking into the way they deliver services and develop products.”

Jane Farrell, Founder, EW Group

Learn more about our unconscious bias training services, or get in touch to discuss how we can partner with your organisation to help drive cultural change.