The leader's guide to unconscious bias : how to reframe bias, cultivate connection, and create high-performing teams / Pamela Fuller & Mark Murphy ; with Anne Chow.
Publisher: New York : Simon & Schuster, ©2020Edition: First Simon & Schuster hardcover editionDescription: xi, 278 pages : illustrations ; 24 cmContent type:- text
- unmediated
- volume
- 9781982144319
- 1982144319
- Unconscious bias
Item type | Current library | Home library | Collection | Shelving location | Call number | Status | Date due | Barcode | Item holds | |
---|---|---|---|---|---|---|---|---|---|---|
Book | Cherry Hill Public Library | Cherry Hill Public Library | Non-fiction | Non-Fiction Collection | 658.3 FUL (Browse shelf(Opens below)) | Available | 33407004724017 |
Enhanced descriptions from Syndetics:
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.
Includes bibliographical references and index.
Preface -- Foreword -- Introduction -- Identity bias. Explore identity ; Understand the neuroscience ; Recognize the bias traps ; Embrace mindfulness -- Cultivate connection. Focus on belonging ; Deploy curiosity and empathy ; Tap into the power of networks ; Navigate difficult conversations -- Choose courage. What is courage? ; Courage to identify ; Courage to cope ; Courage to be an ally ; Courage to be an advocate -- Apply across the talent lifecycle. Getting hired ; Contributing and engaging ; Moving up -- Conclusion.
"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. Meant for every manager who wants to understand and move past their own preconceived ideas, this book explains that bias is the result of mental shortcuts and 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."--
Table of contents provided by Syndetics
- Preface (p. vii)
- Foreword (p. ix)
- Introduction (p. 1)
- Part 1 Identify Bias (p. 17)
- Chapter 1 Explore Identity (p. 20)
- Chapter 2 Understand the Neuroscience (p. 34)
- Chapter 3 Recognize the Bias Traps (p. 47)
- Chapter 4 Embrace Mindfulness (p. 61)
- Part 2 Cultivate Connection (p. 73)
- Chapter 5 Focus on Belonging (p. 76)
- Chapter 6 Deploy Curiosity and Empathy (p. 95)
- Chapter 7 Tap Into the Power of Networks (p. 106)
- Chapter 8 Navigate Difficult Conversations (p. 119)
- Part 3 Choose Courage (p. 137)
- Chapter 9 What Is Courage? (p. 140)
- Chapter 10 Courage to Identify (p. 150)
- Chapter 11 Courage to Cope (p. 161)
- Chapter 12 Courage to Be an Ally (p. 175)
- Chapter 13 Courage to Be an Advocate (p. 188)
- Part 4 Apply Across the Talent Lifecycle (p. 201)
- Chapter 14 Getting Hired (p. 210)
- Chapter 15 Contributing and Engaging (p. 226)
- Chapter 16 Moving Up (p. 237)
- Conclusion (p. 249)
- Index (p. 259)
Excerpt provided by Syndetics
Reviews provided by Syndetics
Library Journal Review
Coauthors Fuller (thought leader, inclusion and bias, and global client partner, FranklinCovey), Mark Murphy (senior training consultant, inclusion and bias, FranklinCovey) and Anne Chow, (CEO, AT&T Business), use the FranklinCovey Performance Model to show how unconscious bias can negatively impact the work environment by causing employees to feel tolerated or ignored, or even harassed or abused, rather than respected and valued. The structure of the book is built around the company's Bias Progress Model, with each of the sections following one of the model's four parts: identify bias, cultivate connection, choose courage, and apply across the talent lifecycle. Each chapter ends with multiple exercises that reinforce the content--one set designed for individuals and one for leaders to use in applying the material to their team. VERDICT Zealous branding aside, the authors speak from experience and provide solid advice for improving how we work (and live) together. Will appeal to a broad readership, particularly managers looking to add to their leadership toolbox, but also anyone who wants to check in on and work through their own unconscious bias.--Sara Holder, Univ. of Illinois Libs., ChampaignPublishers Weekly Review
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.)Booklist Review
Fuller, Murphy, and Chow, industry consultants and executives, explore unconscious (or implicit) bias and its impact in the workplace. Each chapter contains data, observations, and anecdotes, and ends with helpful exercises for readers to reflect on the way bias has shaped their perceptions, values, and beliefs. The authors show how understanding how different types of biases can greatly affect workplace culture and relationships among employees. Confirmation bias, for example, occurs when we seek information that supports our existing beliefs or perspectives; in workplaces, this plays out as holding a preference to work with someone who thinks the same as we do and reject others who may not. Negativity bias occurs when we judge colleagues who are different from us in terms of their age, job functions, or the way they speak. ("This never would have happened if someone older was in charge.") While they cover everything from hiring practices to career advancement, the authors note that reading this book alone will not solve bias problems. Mindfulness, bias awareness, and implicit bias training are needed as continuous practices. This timely book is full of opportunities for leaders and employees to rethink how to address and mitigate bias mistreatments in the workplace.There are no comments on this title.