Every board member, like every other person, has hidden biases. They might include weighing older director voices more than those of younger members, or vice versa. Board leadership, such as board or committee chair, has an important role to identify whether unconscious bias has crept into their own thought processes and the board’s deliberations. Everyone has blind spots and can unwittingly favor certain types of people. Giving preference is a fact of life. To be more effective, board leadership can take a participant-observer stance by periodically pausing and taking note of the context. Here are a few tips to reduce implicit bias:
· Summarize the perspectives heard so far and ask for perspectives that have not been heard yet. Ask, “Does anyone feels that their points have not been presented comprehensively?”
· To make sure that there is not under or overstated issue, ask, “Is there consensus on a balanced perspective before we move on?”
· On discussions that have stakeholders ask, “Are there other groups who should be involved in this discussion that we haven’t engaged yet?”
T. S. Eliot writes, "Between the idea and the reality-- Between the motion and the act-- Falls the Shadow." Being aware of hidden biases is an excellent way for board leaders to cast light into the shadow.
· Summarize the perspectives heard so far and ask for perspectives that have not been heard yet. Ask, “Does anyone feels that their points have not been presented comprehensively?”
· To make sure that there is not under or overstated issue, ask, “Is there consensus on a balanced perspective before we move on?”
· On discussions that have stakeholders ask, “Are there other groups who should be involved in this discussion that we haven’t engaged yet?”
T. S. Eliot writes, "Between the idea and the reality-- Between the motion and the act-- Falls the Shadow." Being aware of hidden biases is an excellent way for board leaders to cast light into the shadow.