my name is Michael Brainard I work for a company called Brainard strategy and I
company called Brainard strategy and I
company called Brainard strategy and I am an industrial and organizational
am an industrial and organizational
am an industrial and organizational psychologist many of you don’t know what
psychologist many of you don’t know what
psychologist many of you don’t know what an industrial psychologist might do I
an industrial psychologist might do I
an industrial psychologist might do I study group dynamics leadership behavior
study group dynamics leadership behavior
study group dynamics leadership behavior organizational behavior and decision
organizational behavior and decision
organizational behavior and decision making tonight I’m going to talk to you
making tonight I’m going to talk to you
making tonight I’m going to talk to you about a topic that has to do with bias
about a topic that has to do with bias
about a topic that has to do with bias and bias in decision-making both
and bias in decision-making both
and bias in decision-making both individually and collectively wasn’t
individually and collectively wasn’t
individually and collectively wasn’t very interested in the topic but one of
very interested in the topic but one of
very interested in the topic but one of my clients called a couple of years ago
my clients called a couple of years ago
my clients called a couple of years ago and said hey Brainard I’d like to use
and said hey Brainard I’d like to use
and said hey Brainard I’d like to use you for your body I said I’m in even
you for your body I said I’m in even
you for your body I said I’m in even though you’re a guy I’m in talk more he
though you’re a guy I’m in talk more he
though you’re a guy I’m in talk more he said he this this person the friend of
said he this this person the friend of
said he this this person the friend of mine headed up the diversity and
mine headed up the diversity and
mine headed up the diversity and inclusion practice internally at a large
inclusion practice internally at a large
inclusion practice internally at a large corporation and his goal was to educate
corporation and his goal was to educate
corporation and his goal was to educate his executive team on the impact of
his executive team on the impact of
his executive team on the impact of unconscious bias as he would enter the
unconscious bias as he would enter the
unconscious bias as he would enter the room or one of his colleagues from the
room or one of his colleagues from the
room or one of his colleagues from the DNI practice the executives would
DNI practice the executives would
DNI practice the executives would invariably fold their arms and stare at
invariably fold their arms and stare at
invariably fold their arms and stare at their shoes and hope to get through this
their shoes and hope to get through this
their shoes and hope to get through this meeting without being shamed too badly
meeting without being shamed too badly
meeting without being shamed too badly so he figured a tall white male sort of
so he figured a tall white male sort of
so he figured a tall white male sort of the archetype of a leader who’s an
the archetype of a leader who’s an
the archetype of a leader who’s an industrial psychologist and studies
industrial psychologist and studies
industrial psychologist and studies leadership could maybe work some things
leadership could maybe work some things
leadership could maybe work some things loose for him so again he used me for my
loose for him so again he used me for my
loose for him so again he used me for my body
body
body the interesting part of studying
the interesting part of studying
the interesting part of studying unconscious bias was I discovered that
unconscious bias was I discovered that
unconscious bias was I discovered that really a lot of very smart well intended
really a lot of very smart well intended
really a lot of very smart well intended people make a great deal of mistakes one
people make a great deal of mistakes one
people make a great deal of mistakes one of the things I discovered and that I
of the things I discovered and that I
of the things I discovered and that I became interested in is the negative
became interested in is the negative
became interested in is the negative impact it has in business in society and
impact it has in business in society and
impact it has in business in society and many of us aren’t aware of it as an
many of us aren’t aware of it as an
many of us aren’t aware of it as an example 14.5 percent of American men are
example 14.5 percent of American men are
example 14.5 percent of American men are over 6 feet tall what percentage of the
over 6 feet tall what percentage of the
over 6 feet tall what percentage of the Fortune 500 CEOs over 6 feet tall 58
Fortune 500 CEOs over 6 feet tall 58
Fortune 500 CEOs over 6 feet tall 58 percent women occupy 5 percent of the
percent women occupy 5 percent of the
percent women occupy 5 percent of the fortune 500 CEO positions yet they’re
fortune 500 CEO positions yet they’re
fortune 500 CEO positions yet they’re the majority in the workforce women also
the majority in the workforce women also
the majority in the workforce women also outstrip men for undergraduate and
outstrip men for undergraduate and
outstrip men for undergraduate and graduate degrees in our
graduate degrees in our
graduate degrees in our country yet 5% make it to the highest
country yet 5% make it to the highest
country yet 5% make it to the highest level in Fortune 500 if you’re a
level in Fortune 500 if you’re a
level in Fortune 500 if you’re a minority it gets worse
minority it gets worse
minority it gets worse less than 1% of Fortune 500 CEOs are
less than 1% of Fortune 500 CEOs are
less than 1% of Fortune 500 CEOs are african-american and if you happen to
african-american and if you happen to
african-american and if you happen to have the combo of being african-american
have the combo of being african-american
have the combo of being african-american and female you don’t show up there’s
and female you don’t show up there’s
and female you don’t show up there’s very limited ways we can describe how
very limited ways we can describe how
very limited ways we can describe how these imbalances happen without talking
these imbalances happen without talking
these imbalances happen without talking about our human biases depending on who
about our human biases depending on who
about our human biases depending on who you read and who you study there are
you read and who you study there are
you read and who you study there are many dozens or even hundreds of biases
many dozens or even hundreds of biases
many dozens or even hundreds of biases for the sake of our talk today I’m going
for the sake of our talk today I’m going
for the sake of our talk today I’m going to talk about cognitive biases our
to talk about cognitive biases our
to talk about cognitive biases our cognitive biases exist in all of us
cognitive biases exist in all of us
cognitive biases exist in all of us they’re not an affliction of the
they’re not an affliction of the
they’re not an affliction of the majority class they’re part of our brain
majority class they’re part of our brain
majority class they’re part of our brain and our part of our personhood and these
and our part of our personhood and these
and our part of our personhood and these biases act to allow us to see the world
biases act to allow us to see the world
biases act to allow us to see the world in a systemic ly distorted way in fact
in a systemic ly distorted way in fact
in a systemic ly distorted way in fact we as humans don’t see the world as it
we as humans don’t see the world as it
we as humans don’t see the world as it is we see the world as we want to see it
is we see the world as we want to see it
is we see the world as we want to see it when you start compounding and adding
when you start compounding and adding
when you start compounding and adding these biases to one another you get some
these biases to one another you get some
these biases to one another you get some really odd effects again both
really odd effects again both
really odd effects again both individually and collectively I’m a
individually and collectively I’m a
individually and collectively I’m a practicing management consultant and I
practicing management consultant and I
practicing management consultant and I exist because they continue to build
exist because they continue to build
exist because they continue to build buildings stuff lots of humans into them
buildings stuff lots of humans into them
buildings stuff lots of humans into them and hold resources it’s actually quite
and hold resources it’s actually quite
and hold resources it’s actually quite interesting these biases that people
interesting these biases that people
interesting these biases that people bring to the workplace and decision
bring to the workplace and decision
bring to the workplace and decision making are no different than they exist
making are no different than they exist
making are no different than they exist in society these biases that we have
in society these biases that we have
in society these biases that we have often lead very smart well intended
often lead very smart well intended
often lead very smart well intended people to make really dumb mistakes and
people to make really dumb mistakes and
people to make really dumb mistakes and obviously dumb mistakes my favorite
obviously dumb mistakes my favorite
obviously dumb mistakes my favorite cliche in business is none of us are as
cliche in business is none of us are as
cliche in business is none of us are as dumb as all of us we get together and
dumb as all of us we get together and
dumb as all of us we get together and start convincing each other of our great
start convincing each other of our great
start convincing each other of our great ideas things go badly quickly the three
ideas things go badly quickly the three
ideas things go badly quickly the three biases that I want to focus on today for
biases that I want to focus on today for
biases that I want to focus on today for our conversation are three that I’ve
our conversation are three that I’ve
our conversation are three that I’ve discovered that work in conjunction even
discovered that work in conjunction even
discovered that work in conjunction even linearly as we process information the
linearly as we process information the
linearly as we process information the first is called unconscious bias
first is called unconscious bias
first is called unconscious bias unconscious bias is an out of awareness
unconscious bias is an out of awareness
unconscious bias is an out of awareness process that allows our brains to
process that allows our brains to
process that allows our brains to process billions of stimuli every day of
process billions of stimuli every day of
process billions of stimuli every day of course you don’t pay attention to
course you don’t pay attention to
course you don’t pay attention to billions of stimuli every day much of
billions of stimuli every day much of
billions of stimuli every day much of that processing happens out of our
that processing happens out of our
that processing happens out of our awareness down in our amygdala
awareness down in our amygdala
awareness down in our amygdala right now a door was to slam shut or a
right now a door was to slam shut or a
right now a door was to slam shut or a bell were to ring my body would turn to
bell were to ring my body would turn to
bell were to ring my body would turn to make sure that I wasn’t in danger before
make sure that I wasn’t in danger before
make sure that I wasn’t in danger before my body turns something’s happening in
my body turns something’s happening in
my body turns something’s happening in the brain to tell my body to turn that
the brain to tell my body to turn that
the brain to tell my body to turn that all happens out of our awareness we’re
all happens out of our awareness we’re
all happens out of our awareness we’re processing billions of stimuli every day
processing billions of stimuli every day
processing billions of stimuli every day unfortunately the amygdala is
unfortunately the amygdala is
unfortunately the amygdala is politically incorrect what we don’t
politically incorrect what we don’t
politically incorrect what we don’t often talk about is that our unconscious
often talk about is that our unconscious
often talk about is that our unconscious biases draw us toward things we’re
biases draw us toward things we’re
biases draw us toward things we’re comfortable with or familiar to us and
comfortable with or familiar to us and
comfortable with or familiar to us and they actually draw us away from things
they actually draw us away from things
they actually draw us away from things that are less familiar to us and less
that are less familiar to us and less
that are less familiar to us and less comfortable classic research and
comfortable classic research and
comfortable classic research and recruiting around people in different in
recruiting around people in different in
recruiting around people in different in groups versus out groups interviewing
groups versus out groups interviewing
groups versus out groups interviewing one another they would spend less time
one another they would spend less time
one another they would spend less time with each other ask each other less
with each other ask each other less
with each other ask each other less questions and they wouldn’t be aware of
questions and they wouldn’t be aware of
questions and they wouldn’t be aware of it at the end when interviewed the
it at the end when interviewed the
it at the end when interviewed the second form of bias that I’ve labeled is
second form of bias that I’ve labeled is
second form of bias that I’ve labeled is called retroactive inference if you
called retroactive inference if you
called retroactive inference if you think unconscious bias is politically
think unconscious bias is politically
think unconscious bias is politically incorrect and sort of leans us in a
incorrect and sort of leans us in a
incorrect and sort of leans us in a position or away from position it gets
position or away from position it gets
position or away from position it gets way worse retroactive inference happens
way worse retroactive inference happens
way worse retroactive inference happens when the stimulus travels from the
when the stimulus travels from the
when the stimulus travels from the amygdala up into the side of our brains
amygdala up into the side of our brains
amygdala up into the side of our brains what happens is when we’re presented
what happens is when we’re presented
what happens is when we’re presented with a new stimulus or decision and this
with a new stimulus or decision and this
with a new stimulus or decision and this happens for all of us
happens for all of us
happens for all of us we don’t go forward into a white space
we don’t go forward into a white space
we don’t go forward into a white space to try to figure it out
to try to figure it out
to try to figure it out we actually go backward the stimulus our
we actually go backward the stimulus our
we actually go backward the stimulus our brain takes us backward into our memory
brain takes us backward into our memory
brain takes us backward into our memory and our experience set and it associates
and our experience set and it associates
and our experience set and it associates the new stimulus with some past
the new stimulus with some past
the new stimulus with some past experience we’ve had here’s the problem
experience we’ve had here’s the problem
experience we’ve had here’s the problem retroactive inference Elizabeth Loftus
retroactive inference Elizabeth Loftus
retroactive inference Elizabeth Loftus here at UCI has studied the malleability
here at UCI has studied the malleability
here at UCI has studied the malleability of memory for the last 20 years and she
of memory for the last 20 years and she
of memory for the last 20 years and she will tell you the same thing when we go
will tell you the same thing when we go
will tell you the same thing when we go backwards we’re not going backwards to
backwards we’re not going backwards to
backwards we’re not going backwards to all of our memories and experiences
all of our memories and experiences
all of our memories and experiences we’re going backwards to a very select
we’re going backwards to a very select
we’re going backwards to a very select few of our past experiences and memories
few of our past experiences and memories
few of our past experiences and memories usually the ones that stick with us have
usually the ones that stick with us have
usually the ones that stick with us have served our steam or the opposite being
served our steam or the opposite being
served our steam or the opposite being critical incidents in our life second
critical incidents in our life second
critical incidents in our life second problem is when we go back to those
problem is when we go back to those
problem is when we go back to those select few memories they’re invariably
select few memories they’re invariably
select few memories they’re invariably stored incorrectly the example would be
stored incorrectly the example would be
stored incorrectly the example would be a police officer shows up and interviews
a police officer shows up and interviews
a police officer shows up and interviews five people about a car accident just
five people about a car accident just
five people about a car accident just happened how many versions of the story
happened how many versions of the story
happened how many versions of the story would the police officer hear three or
would the police officer hear three or
would the police officer hear three or four possibly five we don’t store if
four possibly five we don’t store if
four possibly five we don’t store if they
they
they as they occur we store things as we
as they occur we store things as we
as they occur we store things as we interpret them this retroactive
interpret them this retroactive
interpret them this retroactive inference is where we begin to process
inference is where we begin to process
inference is where we begin to process data and it’s inherently flawed it goes
data and it’s inherently flawed it goes
data and it’s inherently flawed it goes backwards and it’s flawed it gets worse
backwards and it’s flawed it gets worse
backwards and it’s flawed it gets worse then what happens as we sense seek to
then what happens as we sense seek to
then what happens as we sense seek to make sense of a stimuli we look for
make sense of a stimuli we look for
make sense of a stimuli we look for evidence in our environment we typically
evidence in our environment we typically
evidence in our environment we typically look for evidence that were right not
look for evidence that were right not
look for evidence that were right not wrong our initial impulse our first
wrong our initial impulse our first
wrong our initial impulse our first impression our perception is right this
impression our perception is right this
impression our perception is right this is called confirmation bias and is
is called confirmation bias and is
is called confirmation bias and is pretty easily understood by most people
pretty easily understood by most people
pretty easily understood by most people best exemplified by Fox and MSNBC not
best exemplified by Fox and MSNBC not
best exemplified by Fox and MSNBC not only does Fox and MSNBC say your
only does Fox and MSNBC say your
only does Fox and MSNBC say your worldview is right they also say the
worldview is right they also say the
worldview is right they also say the other guy’s worldview is wrong so it
other guy’s worldview is wrong so it
other guy’s worldview is wrong so it makes you feel really good about your
makes you feel really good about your
makes you feel really good about your opinion on whatever position you take
opinion on whatever position you take
opinion on whatever position you take but it’s effectively the same business
but it’s effectively the same business
but it’s effectively the same business model working to manipulate us think
model working to manipulate us think
model working to manipulate us think about these three particular cognitive
about these three particular cognitive
about these three particular cognitive biases and how they work in the brain
biases and how they work in the brain
biases and how they work in the brain they specifically work as we take in
they specifically work as we take in
they specifically work as we take in information we’re drawn toward or away
information we’re drawn toward or away
information we’re drawn toward or away we then process using a backward set of
we then process using a backward set of
we then process using a backward set of mechanisms that are inherently flawed
mechanisms that are inherently flawed
mechanisms that are inherently flawed and then when we form an opinion we go
and then when we form an opinion we go
and then when we form an opinion we go forward and we look for evidence that
forward and we look for evidence that
forward and we look for evidence that were right it’s very few of us will go
were right it’s very few of us will go
were right it’s very few of us will go and look for evidence organically or
and look for evidence organically or
and look for evidence organically or naturally that we’re wrong I’ve labeled
naturally that we’re wrong I’ve labeled
naturally that we’re wrong I’ve labeled these three biases something called the
these three biases something called the
these three biases something called the bias trifecta the bias trifecta impacts
bias trifecta the bias trifecta impacts
bias trifecta the bias trifecta impacts individual decision-making in horrible
individual decision-making in horrible
individual decision-making in horrible ways each one of these biases standing
ways each one of these biases standing
ways each one of these biases standing alone are damaging enough but I’ve
alone are damaging enough but I’ve
alone are damaging enough but I’ve discovered when working with
discovered when working with
discovered when working with well-intended
well-intended
well-intended otherwise bright leaders and how they
otherwise bright leaders and how they
otherwise bright leaders and how they make really dumb decisions it’s largely
make really dumb decisions it’s largely
make really dumb decisions it’s largely because as they protect information
because as they protect information
because as they protect information process that information and seek
process that information and seek
process that information and seek evidence they’re using a set of tricks
evidence they’re using a set of tricks
evidence they’re using a set of tricks or biases that enable them to see the
or biases that enable them to see the
or biases that enable them to see the world in a systemically distorted way
world in a systemically distorted way
world in a systemically distorted way not in a way that it actually is I’ll
not in a way that it actually is I’ll
not in a way that it actually is I’ll share two stories one that highlights
share two stories one that highlights
share two stories one that highlights individual bias it’s more of a
individual bias it’s more of a
individual bias it’s more of a organizational reference the second
organizational reference the second
organizational reference the second story more of a collective set of bias
story more of a collective set of bias
story more of a collective set of bias trifecta meaning our group agreements
trifecta meaning our group agreements
trifecta meaning our group agreements about how the world should work for
about how the world should work for
about how the world should work for example we all agree
example we all agree
example we all agree I’m the archetype of a leader we all
I’m the archetype of a leader we all
I’m the archetype of a leader we all agree that women should make less money
agree that women should make less money
agree that women should make less money than men for the same job now
than men for the same job now
than men for the same job now individually you’re sitting in the
individually you’re sitting in the
individually you’re sitting in the audience saying now I don’t believe that
audience saying now I don’t believe that
audience saying now I don’t believe that yes we do these collective biases that
yes we do these collective biases that
yes we do these collective biases that we have are as insidious and negative as
we have are as insidious and negative as
we have are as insidious and negative as the individual biases we have let me
the individual biases we have let me
the individual biases we have let me share the stories in the year 2000
share the stories in the year 2000
share the stories in the year 2000 Robert Nardelli was passed over for the
Robert Nardelli was passed over for the
Robert Nardelli was passed over for the job of CEO at GE he landed the CEO
job of CEO at GE he landed the CEO
job of CEO at GE he landed the CEO position at the Home Depot when nardelie
position at the Home Depot when nardelie
position at the Home Depot when nardelie went to the retail giant that was the
went to the retail giant that was the
went to the retail giant that was the home depot we saw a lazy inefficient
home depot we saw a lazy inefficient
home depot we saw a lazy inefficient retail business he believed that if we
retail business he believed that if we
retail business he believed that if we could GE eyes home depot he could drive
could GE eyes home depot he could drive
could GE eyes home depot he could drive up their performance nardelie rallied
up their performance nardelie rallied
up their performance nardelie rallied his people and took in information from
his people and took in information from
his people and took in information from a very small subset of people and a very
a very small subset of people and a very
a very small subset of people and a very small subset of data mattered to him he
small subset of data mattered to him he
small subset of data mattered to him he processed using the GE way GE methods he
processed using the GE way GE methods he
processed using the GE way GE methods he then made decisions based on trusted
then made decisions based on trusted
then made decisions based on trusted small circles instead of integrating new
small circles instead of integrating new
small circles instead of integrating new information about his environment in a
information about his environment in a
information about his environment in a relatively new industry to him he went
relatively new industry to him he went
relatively new industry to him he went back to an old set of tapes unbeknownst
back to an old set of tapes unbeknownst
back to an old set of tapes unbeknownst to him out of his awareness he was
to him out of his awareness he was
to him out of his awareness he was leveraging biases to make a series of
leveraging biases to make a series of
leveraging biases to make a series of really poor business decisions his
really poor business decisions his
really poor business decisions his tenure lasted seven years their stock
tenure lasted seven years their stock
tenure lasted seven years their stock value in total went down 6% may not
value in total went down 6% may not
value in total went down 6% may not sound like a lot but they’re in a Coke
sound like a lot but they’re in a Coke
sound like a lot but they’re in a Coke Pepsi business model Lowe’s rose 180
Pepsi business model Lowe’s rose 180
Pepsi business model Lowe’s rose 180 percent and most of you had identity
percent and most of you had identity
percent and most of you had identity Home Depot Expo in your neighborhood at
Home Depot Expo in your neighborhood at
Home Depot Expo in your neighborhood at some time in the late 90s the good news
some time in the late 90s the good news
some time in the late 90s the good news for nardelie is he collected two hundred
for nardelie is he collected two hundred
for nardelie is he collected two hundred and ten million dollars in severance so
and ten million dollars in severance so
and ten million dollars in severance so let’s all be biased these individual
let’s all be biased these individual
let’s all be biased these individual biases affect leaders every day we watch
biases affect leaders every day we watch
biases affect leaders every day we watch leaders make really poor decisions every
leaders make really poor decisions every
leaders make really poor decisions every day not because they’re not smart not
day not because they’re not smart not
day not because they’re not smart not cuz they’re well intended because these
cuz they’re well intended because these
cuz they’re well intended because these out of awareness biases that impact them
out of awareness biases that impact them
out of awareness biases that impact them how about a societal reference societal
how about a societal reference societal
how about a societal reference societal reference that highlights the collective
reference that highlights the collective
reference that highlights the collective agreements or the way that bias trifecta
agreements or the way that bias trifecta
agreements or the way that bias trifecta impacts groups let’s go back to Ferguson
impacts groups let’s go back to Ferguson
impacts groups let’s go back to Ferguson in 2014 pretty obvious to talk about the
in 2014 pretty obvious to talk about the
in 2014 pretty obvious to talk about the murder of Mike Brown and the bias that
murder of Mike Brown and the bias that
murder of Mike Brown and the bias that might have happened at the individual
might have happened at the individual
might have happened at the individual level let’s put that aside let’s think
level let’s put that aside let’s think
level let’s put that aside let’s think about the configuration for a moment of
about the configuration for a moment of
about the configuration for a moment of the society of Ferguson and the
the society of Ferguson and the
the society of Ferguson and the Ferguson Police Department the Ferguson
Ferguson Police Department the Ferguson
Ferguson Police Department the Ferguson Police Department was made up of 94%
Police Department was made up of 94%
Police Department was made up of 94% white not male but white people the
white not male but white people the
white not male but white people the community of Ferguson was made up of 67%
community of Ferguson was made up of 67%
community of Ferguson was made up of 67% black people the leadership of the
black people the leadership of the
black people the leadership of the Ferguson Police Department when they
Ferguson Police Department when they
Ferguson Police Department when they were selecting recruiting and hiring
were selecting recruiting and hiring
were selecting recruiting and hiring police officers were clearly out of
police officers were clearly out of
police officers were clearly out of their awareness filling the archetype of
their awareness filling the archetype of
their awareness filling the archetype of what a police officer ought to look like
what a police officer ought to look like
what a police officer ought to look like even more negatively likely hiring
even more negatively likely hiring
even more negatively likely hiring police officers who looked and acted and
police officers who looked and acted and
police officers who looked and acted and believed like they looked acted and
believed like they looked acted and
believed like they looked acted and believed I doubt very much if after even
believed I doubt very much if after even
believed I doubt very much if after even the incidents of 2014 in the summer he
the incidents of 2014 in the summer he
the incidents of 2014 in the summer he went to the leadership and said hey are
went to the leadership and said hey are
went to the leadership and said hey are you aware that you have a bias toward
you aware that you have a bias toward
you aware that you have a bias toward people that look like you or the
people that look like you or the
people that look like you or the archetype of a police officer I doubt
archetype of a police officer I doubt
archetype of a police officer I doubt very much they would have said yeah I’m
very much they would have said yeah I’m
very much they would have said yeah I’m aware of that bias but yet it happened
aware of that bias but yet it happened
aware of that bias but yet it happened what if they were biased to select
what if they were biased to select
what if they were biased to select people who reflected the community they
people who reflected the community they
people who reflected the community they served what if police departments across
served what if police departments across
served what if police departments across this country were biased toward
this country were biased toward
this country were biased toward selecting people that were reflective of
selecting people that were reflective of
selecting people that were reflective of the communities that they serve which
the communities that they serve which
the communities that they serve which thank goodness we’re moving in that
thank goodness we’re moving in that
thank goodness we’re moving in that direction but these biases take time to
direction but these biases take time to
direction but these biases take time to break these collective agreements are
break these collective agreements are
break these collective agreements are far more powerful even than the
far more powerful even than the
far more powerful even than the individual problems with unconscious
individual problems with unconscious
individual problems with unconscious retroactive inference and confirmation
retroactive inference and confirmation
retroactive inference and confirmation bias these collective agreements they’re
bias these collective agreements they’re
bias these collective agreements they’re invisible to us but they’re like gravity
invisible to us but they’re like gravity
invisible to us but they’re like gravity gravity is one of the most powerful
gravity is one of the most powerful
gravity is one of the most powerful forces it’s the most powerful force in
forces it’s the most powerful force in
forces it’s the most powerful force in the universe
the universe
the universe our collective agreements about our
our collective agreements about our
our collective agreements about our biases and the decisions the things we
biases and the decisions the things we
biases and the decisions the things we will believe the things the ways we will
will believe the things the ways we will
will believe the things the ways we will behave think about from an
behave think about from an
behave think about from an organizational culture perspective these
organizational culture perspective these
organizational culture perspective these agreements are very very powerful and
agreements are very very powerful and
agreements are very very powerful and they’re often invisible when you think
they’re often invisible when you think
they’re often invisible when you think about the brain and how it works both
about the brain and how it works both
about the brain and how it works both individually and collectively you have
individually and collectively you have
individually and collectively you have to understand that the brain is a speed
to understand that the brain is a speed
to understand that the brain is a speed freak the brain operates toward three
freak the brain operates toward three
freak the brain operates toward three primary masters the brain wants speed
primary masters the brain wants speed
primary masters the brain wants speed efficiency and comfort the brain does
efficiency and comfort the brain does
efficiency and comfort the brain does not want holistic objective or accurate
not want holistic objective or accurate
not want holistic objective or accurate thinking I’ll say it again your brain is
thinking I’ll say it again your brain is
thinking I’ll say it again your brain is a speed freak think about how you think
a speed freak think about how you think
a speed freak think about how you think and how the brain has a
and how the brain has a
and how the brain has a volved our brain wants the fastest most
volved our brain wants the fastest most
volved our brain wants the fastest most efficient efficient Bernie glucose is
efficient efficient Bernie glucose is
efficient efficient Bernie glucose is the food of the brain we act to conserve
the food of the brain we act to conserve
the food of the brain we act to conserve calories and conserve glucose and
calories and conserve glucose and
calories and conserve glucose and comfort what is comfort our self comfort
comfort what is comfort our self comfort
comfort what is comfort our self comfort we don’t want to believe that we’re
we don’t want to believe that we’re
we don’t want to believe that we’re inadequate we don’t want to believe that
inadequate we don’t want to believe that
inadequate we don’t want to believe that we have no answers we don’t want to
we have no answers we don’t want to
we have no answers we don’t want to believe that that our beliefs are wrong
believe that that our beliefs are wrong
believe that that our beliefs are wrong right we don’t want to believe these
right we don’t want to believe these
right we don’t want to believe these things we work towards speed efficiency
things we work towards speed efficiency
things we work towards speed efficiency and comfort we do not work toward
and comfort we do not work toward
and comfort we do not work toward holistic objective or accurate thinking
holistic objective or accurate thinking
holistic objective or accurate thinking and the coolest part of this you can try
and the coolest part of this you can try
and the coolest part of this you can try this in the future you can actually
this in the future you can actually
this in the future you can actually watch how people physically behave and
watch how people physically behave and
watch how people physically behave and how it maps to how the brain works many
how it maps to how the brain works many
how it maps to how the brain works many of you in this room have people whom
of you in this room have people whom
of you in this room have people whom work for you so you might ask one of
work for you so you might ask one of
work for you so you might ask one of your direct reports for a PowerPoint
your direct reports for a PowerPoint
your direct reports for a PowerPoint presentation on some new topic by next
presentation on some new topic by next
presentation on some new topic by next Thursday who cares
Thursday who cares
Thursday who cares physically watch what happens to your
physically watch what happens to your
physically watch what happens to your direct report physically they turn and
direct report physically they turn and
direct report physically they turn and they walk in which direction backwards
they walk in which direction backwards
they walk in which direction backwards to their laptop they open their laptop
to their laptop they open their laptop
to their laptop they open their laptop and they click on a thing called my
and they click on a thing called my
and they click on a thing called my documents don’t act like you don’t
documents don’t act like you don’t
documents don’t act like you don’t either you look for they look for I’m
either you look for they look for I’m
either you look for they look for I’m sorry a PowerPoint that looks like the
sorry a PowerPoint that looks like the
sorry a PowerPoint that looks like the thing that I’ve just asked for or you’ve
thing that I’ve just asked for or you’ve
thing that I’ve just asked for or you’ve just asked for they remove the title
just asked for they remove the title
just asked for they remove the title slide freshen it up a bit if you’re
slide freshen it up a bit if you’re
slide freshen it up a bit if you’re really lucky they’ll go to Google and
really lucky they’ll go to Google and
really lucky they’ll go to Google and see if they missed anything that’s if
see if they missed anything that’s if
see if they missed anything that’s if you’re really lucky and they’ll show up
you’re really lucky and they’ll show up
you’re really lucky and they’ll show up and say hey like this and usually you’re
and say hey like this and usually you’re
and say hey like this and usually you’re running pretty fast too you go yeah it’s
running pretty fast too you go yeah it’s
running pretty fast too you go yeah it’s close enough the idea that we behave in
close enough the idea that we behave in
close enough the idea that we behave in the same way that we think tells us a
the same way that we think tells us a
the same way that we think tells us a couple things it tells us that we
couple things it tells us that we
couple things it tells us that we inherently move toward in a way we work
inherently move toward in a way we work
inherently move toward in a way we work toward processing using a backward set
toward processing using a backward set
toward processing using a backward set of tapes and we usually look for
of tapes and we usually look for
of tapes and we usually look for evidence then once we have an impulse or
evidence then once we have an impulse or
evidence then once we have an impulse or belief that were right not wrong
belief that were right not wrong
belief that were right not wrong evidence of this are these very TED
evidence of this are these very TED
evidence of this are these very TED stages think about the big market that
stages think about the big market that
stages think about the big market that exists around thinkers and leaders
exists around thinkers and leaders
exists around thinkers and leaders publishers management and leadership
publishers management and leadership
publishers management and leadership training firms how do you think more
training firms how do you think more
training firms how do you think more innovatively how can we think more
innovatively how can we think more
innovatively how can we think more strategically here’s a workshop on
strategically here’s a workshop on
strategically here’s a workshop on decision-making
decision-making
decision-making this market exists because we know the
this market exists because we know the
this market exists because we know the brain is not naturally organically wired
brain is not naturally organically wired
brain is not naturally organically wired to slow down to think holistically to
to slow down to think holistically to
to slow down to think holistically to think divergently are backwards the
think divergently are backwards the
think divergently are backwards the brain works as a speed freak as a speed
brain works as a speed freak as a speed
brain works as a speed freak as a speed junkie I would like us to think about as
junkie I would like us to think about as
junkie I would like us to think about as we leave here both the individual ways
we leave here both the individual ways
we leave here both the individual ways that the biased trifecta impacts our
that the biased trifecta impacts our
that the biased trifecta impacts our ability to see the world as it is to
ability to see the world as it is to
ability to see the world as it is to process information accurately and to
process information accurately and to
process information accurately and to make decisions in a much more
make decisions in a much more
make decisions in a much more disciplined way the larger challenge for
disciplined way the larger challenge for
disciplined way the larger challenge for us as a society is as we go back to our
us as a society is as we go back to our
us as a society is as we go back to our organizations our communities and we
organizations our communities and we
organizations our communities and we think about the collective agreements
think about the collective agreements
think about the collective agreements that we’ve all made as an example why is
that we’ve all made as an example why is
that we’ve all made as an example why is a five-foot-three african-american woman
a five-foot-three african-american woman
a five-foot-three african-american woman with the same degrees and same
with the same degrees and same
with the same degrees and same experience that invariably passed over
experience that invariably passed over
experience that invariably passed over in favor of someone who looks like me
in favor of someone who looks like me
in favor of someone who looks like me the archetypes that we have created
the archetypes that we have created
the archetypes that we have created around what certain things should and
around what certain things should and
around what certain things should and shouldn’t be are largely a product of
shouldn’t be are largely a product of
shouldn’t be are largely a product of our biases think about hiring many of
our biases think about hiring many of
our biases think about hiring many of you hire people you don’t hire the best
you hire people you don’t hire the best
you hire people you don’t hire the best candidate you think you do that’s the
candidate you think you do that’s the
candidate you think you do that’s the bias that’s the distortion you actually
bias that’s the distortion you actually
bias that’s the distortion you actually think the person who will fit you hire
think the person who will fit you hire
think the person who will fit you hire the person who will fit the best when
the person who will fit the best when
the person who will fit the best when you think about hiring for fit and you
you think about hiring for fit and you
you think about hiring for fit and you hear people pride ly proud fully talking
hear people pride ly proud fully talking
hear people pride ly proud fully talking about that ask two questions fit with
about that ask two questions fit with
about that ask two questions fit with whom and who decides and that’s all you
whom and who decides and that’s all you
whom and who decides and that’s all you need to ask when you think about
need to ask when you think about
need to ask when you think about promotion yes women pull themselves out
promotion yes women pull themselves out
promotion yes women pull themselves out of the workforce and many times in the
of the workforce and many times in the
of the workforce and many times in the middle sort of middle management years
middle sort of middle management years
middle sort of middle management years but that does not account for the
but that does not account for the
but that does not account for the variance that we find in the disparity
variance that we find in the disparity
variance that we find in the disparity of women in leadership positions
of women in leadership positions
of women in leadership positions relative to women in the workforce these
relative to women in the workforce these
relative to women in the workforce these out of agreement awarenesses are nothing
out of agreement awarenesses are nothing
out of agreement awarenesses are nothing more than the bias trifecta playing with
more than the bias trifecta playing with
more than the bias trifecta playing with us I would leave you with two things I
us I would leave you with two things I
us I would leave you with two things I would like you to think about one
would like you to think about one
would like you to think about one humility as we gain age and as we gain
humility as we gain age and as we gain
humility as we gain age and as we gain success we get more righteous I’ve seen
success we get more righteous I’ve seen
success we get more righteous I’ve seen this before
this before
this before I know how to do this I know what this
I know how to do this I know what this
I know how to do this I know what this looks like just listen to how we speak
looks like just listen to how we speak
looks like just listen to how we speak it’s inherently flawed and short and
it’s inherently flawed and short and
it’s inherently flawed and short and fast it works to be speedy efficient and
fast it works to be speedy efficient and
fast it works to be speedy efficient and make us comfortable humility let’s
make us comfortable humility let’s
make us comfortable humility let’s understand that we’re all biased our
understand that we’re all biased our
understand that we’re all biased our biases
biases
biases are not an affliction of the majority
are not an affliction of the majority
are not an affliction of the majority class we are human your brain works a
class we are human your brain works a
class we are human your brain works a certain way it’s a wonderful gift and
certain way it’s a wonderful gift and
certain way it’s a wonderful gift and many of us think it’s too wonderful of a
many of us think it’s too wonderful of a
many of us think it’s too wonderful of a gift our brain has limitations it has
gift our brain has limitations it has
gift our brain has limitations it has flaws and it leads us into places that
flaws and it leads us into places that
flaws and it leads us into places that oftentimes aren’t the best places for us
oftentimes aren’t the best places for us
oftentimes aren’t the best places for us to go and we all know that’s true think
to go and we all know that’s true think
to go and we all know that’s true think about humility understand educate have
about humility understand educate have
about humility understand educate have awareness around how these biases work
awareness around how these biases work
awareness around how these biases work individually how they work collectively
individually how they work collectively
individually how they work collectively as a trifecta and how they affect us
as a trifecta and how they affect us
as a trifecta and how they affect us both individually and collectively
both individually and collectively
both individually and collectively second discipline this idea that you can
second discipline this idea that you can
second discipline this idea that you can make decisions based on your gut or your
make decisions based on your gut or your
make decisions based on your gut or your experience it’s lazy
experience it’s lazy
experience it’s lazy let’s have discipline ways that we take
let’s have discipline ways that we take
let’s have discipline ways that we take in data let’s look for contrary data
in data let’s look for contrary data
in data let’s look for contrary data let’s process data using discipline
let’s process data using discipline
let’s process data using discipline rigorous thought Jim Collins talked
rigorous thought Jim Collins talked
rigorous thought Jim Collins talked about the great leaders have discipline
about the great leaders have discipline
about the great leaders have discipline of thinking and finally when it comes to
of thinking and finally when it comes to
of thinking and finally when it comes to decision making let’s not get down to
decision making let’s not get down to
decision making let’s not get down to the same two people who look like me for
the same two people who look like me for
the same two people who look like me for leadership positions let’s challenge our
leadership positions let’s challenge our
leadership positions let’s challenge our thinking around decision-making humility
thinking around decision-making humility
thinking around decision-making humility and discipline thank you very much
”
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