(pages flipping) - Now that we understand the role the brain plays in effecting our minds, let's look at some impacts of the resulting bias, particularly as it relates to different identities. You'll notice here, we have displayed several different identities with accompanying types of bias. Gender bias, age bias, beauty bias, height and weight bias, and name bias. For each of these types of bias, we have some quite compelling statistics that show us the real impact of biases in the workplace. First, we have statistics on racial bias. 48% of African-American women, and 47% of Latino women, report being mistaken for administrative or custodial staff. As an African-American woman, I can attest to that having happened a few times in my career. Similarly, resumes with African-American, Asian, and Hispanic sounding names are less likely to get callbacks for interviews. Those who attended historically black colleges and universities, or HBCUs, may also receive the same bias. Here's one about height and weight. Less than 15% of US men are over six feet tall, yet 60% of corporate CEOs are at least this height. And, a taller man is more likely to earn more than a shorter man. This demonstrates that height bias definitely exists, along with the accompanying "vertical privilege", as I like to call it. That vertical privilege is often associated with leadership, though only 15% of the population meet that criteria. It goes to show you how biases and stereotypes can unconsciously affect opportunity access for the minoritized groups within the systems they are present. And just for clarification, "minoritized" refers to a group that is subordinate in status to a more dominant group or its members. Minoritized doesn't mean that there are fewer of those group members, just that members of that group have less relative social privilege. For example, though women are not a numerical minority, they're still minoritized in the workplace. That said, what's the impact of this kind of bias against typically minoritized groups? Well, it's not good. [Narrator] Alienation and disengagement are the first set of the negative effects. When bias based behavior is experienced, here's the secret: People can often feel it. They may have a lower sense of belonging and psychological safety, and as a result, disengage from their roles. If employees don't feel valued because of bias, they can decide to keep their great ideas to themselves. This means that we're not experiencing the innovative benefits that a diverse environment brings of multiple perspectives. The impact of bias can ultimately lead not only to increased accidents and absenteeism, but ultimately increase turnover with departure of employees from your organization. This has a twofold effect. The loss of great talent who could assist with the advancement of your mission, and the expensive cost of replacing employees. Turnover is also a drag on morale, which is likely low for those who may be on the receiving end of bias. For people of color, racial bias can also lead to racial battle fatigue. Racial battle fatigue is the result of the negative, racially charged experiences of people of color in the United States. Considered a public health and mental health crisis, racial battle fatigue can stem from racism caused by biases, stereotypes, and something called microaggressions, which we'll discuss in the next module. (pages flipping)
