The BIAS/B.I.A.S Coaching Model

A Coaching Model By Jen Harris, Bias Coach, UNITED KINGDOM

BIAS/B.I.A.S a New Approach Centred on the Practice of Coaching

To help expose and limit the negative effects of bias on the road to achieving equity in the workplace.

Billions of dollars are spent on DEI (Diversity, Equity and Inclusion) efforts every year. A 2023 report by Global Industry Analysts Inc¹ places the global market for 2022 at US$10.6 billion. Whilst there is some evidence that these types of training can increase awareness, overall we are seeing that efforts remain largely ineffective at producing changes in behaviour (Doyin Atewologun, 2018)² or producing more diversity in the workplace (Mckinsey&Company, 2017)³. In addition, there is a reported risk that poorly designed and executed training could have the opposite effect and act to embolden bias and discriminatory behaviour; if you have attended training and achieved a certificate, there is no longer a problem, you are unbiased (Canadian Philosopher, Sophia Moreau). From understanding human psychology, we know that it is difficult to change one’s mind and view (e.g. (Goodwin, 2021)⁴) therefore, we need continued efforts to address the challenge of bias. The B.I.A.S coaching model offers a new approach centred on the practice of coaching to create a result of real and sustained change when it comes to addressing bias.

What Is BIAS?

At its core, bias is an inclination or prejudice for or against one person or group, especially in a way that is considered to be unfair (OxfordLanguages, 2023)⁵. It is wired into our neurology and impacts our lives, which is to say, to hold bias is to be human (e.g. (Emberton, 2021)⁶), but bias can become problematic when we apply these perspectives to make a judgement or decision about an individual that impacts our interaction with them and/or hinders opportunities. Bias(es) become arguably more problematic when they are unconscious (implicit), ie. the opinions are present and impacting behaviour, but the owner is unaware of their existence. Fundamentally, without recognition of bias, we cannot understand how, where and what needs to change in order to achieve more diverse places of work, and we cannot recognise differences in order to apply appropriate behavioural, systemic, or cultural remedies for equal outcomes (equity).

The BIAS/B.I.A.S Coaching model

The B.I.A.S coaching model details an approach to address bias in thoughts (explicit or implicit) and in behaviour at an individual level. This model can be used to tackle any bias held by an individual.

B >> BECOME AWARE
I >> IDENTIFY
A >> ACCEPT
S >> SHIFT

Phase one: B | BECOME AWARE

Subtle forms of prejudice frequently take place outside of one’s awareness (Plous, 2003)⁷. In this model, the foundational step is to unveil explicit and implicit bias(es) that an individual holds within the workplace. Through awareness, we are granted the power of information and choice, for example filling in the knowledge gap that has led to bias (4). Conversely, if we lack awareness, we are set up to dismiss the need for a review of behaviour at all and simply continue with the existing bias and outcome. Creating awareness is an area in which coaching is highly successful. Through inquiry and deep questioning into company culture, together with the individual’s thoughts, beliefs and actions surrounding this, coaching can bring bias(es) held to the forefront of awareness.

In this stage, a blended approach can be helpful to detail some of the different types of cognitive bias, such as affinity bias (gravitating towards people who appear the same as you), attribution bias (giving reasons for an outcome without evidence), or confirmation bias (seeking and retaining information that confirms current beliefs). This can facilitate the discovery of new awareness(es) by helping the individual to explore different behaviours.

This can also serve to prevent deep personal judgement when a new awareness arises by demonstrating that bias is present in every human.

A supportive pre-phase executed before the B.I.A.S coaching model could be a company assessment and a wider blended (physical and eLearning) training program. This approach can use company statistics and morale information to demonstrate the importance of uncovering personal bias and can help increase the willingness of participants.

Core themes in this phase:

• Awareness of different types of cognitive bias affecting behaviour
• Understanding that bias is a normal human tendency
• Exposing individually held bias towards certain individuals and/or groups

Topics of training to accompany this phase can include cognitive biases, company and market history, and current and future trends.

Phase two: I | IDENTIFY

With the foundation of awareness set, the individual progresses into the second phase of the B.I.A.S module and identifies the impacts of their bias. How has their bias limited their own or the opportunities of others? Has this had any positive or negative results for themselves or others? This stage is particularly powerful for explicit bias, to identify the consequences of their bias and behaviour which is currently not recognised as problematic. With the identification of the impact of explicit bias, the conversation could shift from dismissive and persuasive to engaged and willing.

Deeper inquiry into who they have listened to, mentored, selected, promoted (and vice versa) drives understanding about how the held bias(es) has influenced decisions and behaviours. This will bring concrete examples to the forefront and invites the client to acknowledge that their actions have consequences. This takes all theoretical bias discussions off the table and dives deep into actual events. These events can be from the past or present but should be selected from the current organisation of employment.

Admitting the presence of bias within decisions at the workplace can be confronting for an individual to work through and would be expected to be met with resistance. The coach must foster a trustful and safe space and as always, both parties must rest assured that everything discussed is confidential, free from judgement and consequence (with the exception of unsafe and/or illegal behaviour).

In addition, at this stage it can be helpful to identify the potential benefits offered with bias awareness and behaviour change; what are the potential positive outcomes for the self and others?

Core themes in this phase:

• Identifying the impact of bias on others and themselves
• Challenging views and/or decisions (on hiring, promoting, mentoring etc.) Topics of training to accompany this phase can include: growth

Phase 3: A | ACCEPT

Awareness of bias and the identification of its impact may push the individual to experience feelings of cognitive dissonance (e.g. (McLeod, 2019)⁸). For example, the individual believes in fairness but has now been presented with information that they have been acting on the contrary. According to the theory of cognitive dissonance, this can lead to two options: accepting the new (conflicting) information leading to a new belief and changed worldview, or absorbing the information into their existing belief system/worldview (for example telling the self; it’s not so bad, it doesn’t really matter, or no one is really that affected), and thus avoiding acceptance. Identifying this moment and guiding the individual through this discomfort can support acceptance. Coaching can enable the client to understand their dissonance and face it head-on, moving beyond feelings of responsibility and empowerment. Only with acceptance do we create the opportunity for sustained behavioural change (e.g. (Cordova, 2012)⁹).

Core themes in this phase:

• Moving through discomfort to acceptance
• Building strategies on how to recognise and accept own bias

Topics of training to support this phase can include cognitive dissonance and Acceptance and Commitment theory.

Phase 4: S | SHIFT

The last stage of the B.I.A.S coaching model centres on shifts in behaviour. Even when motivation and intention are high, frequent lapses should be expected to occur when working towards a change in behaviour (Bouton, 2014)¹⁰. Continued coaching will ensure that the client is supported on their journey to notice bias and build pathways for new behaviours.

With continued challenge, exposure, and accountability the coach will support the individual to maintain and extend change in their behaviour in the workplace.

Fostering a wider company culture of belonging and encouragement for change will be a strong support to an individual’s behavioural change. Firstly, by removing cultural/social barriers to change, and secondly by ensuring there will be no negative impacts or exclusion for an individual if they exhibit a change in their behaviour. Continued coaching can support the individual in processing the perceived risks of behavioural shifts, mitigate and plan for potential barriers and when including leaders, can help to cultivate a culture of belonging.

Companies can also support behaviour changes by implementing systematic processes that reduce human error and bias from the decision-making process within, for example, the hiring and promoting process.

Core themes in this phase:

• Understanding bias can be a thought but not an action
• Continued exposure and ongoing challenge to decisions
• Continued accountability of behaviour
• Building strategies on how to change own individual behaviour
• Building strategies on how to comfortably approach colleagues who exhibit bias

Topics of training can include communication techniques, behavioural change techniques (e.g. incentives, goal setting, self-monitoring, prompts/cues, habit formation), and how to give and receive feedback (e.g. not viewing feedback as negative but simply as a knowledge gap).

It is worth noting that the timeline for each phase is not predetermined. The time taken for each phase will vary from person to person and can formulate in a loop when more bias, behaviour, and impacts surface throughout the conversations.

The BIAS/B.I.A.S Coaching Model Offers an Approach to Tackle Bias on an Individual Level

If we are to move towards a sustainably diverse workplace, we require deeper analysis into the self in order to reveal the biases held and to identify how this impacts our decisions and behaviours. The B.I.A.S coaching model offers an approach to tackle bias on an individual level, focusing on bias and behaviour in the workplace. This model obliges a deep dive into underlying and sometimes unconscious (implicit) bias, reinforced with continued review and accountability to enable deep and sustained shifts. A change in perceptions, thoughts, and behaviours of a few, can instigate a wider change in work culture and business outcomes, especially when directed at decision-makers and leaders, gradually allowing for equity and belonging for all.

References

Diversity and Inclusion (D&I) World Market Report
Unconscious bias training: An assessment of the evidence for effectiveness
Focusing on what works for workplace diversity
Why Changing Minds is Difficult: An Introduction to a Living Systems View of Learning
Bias definition, Oxford Languages
Unconscious Bias Is a Human Condition
The psychology of prejudice, stereotyping, and discrimination: An overview
What Is Cognitive Dissonance? Definition and Examples
Acceptance in Behaviour Therapy: Understanding the Process of Change
Why Behaviour Change is Difficult to Sustain