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Three Fairness Myths We Need to Debunk to Create Better Workplaces
Siri Chilazi, co-author of “Make Work Fair: Data-Driven Design for Real Results,” shares three common myths that can derail well-meaning leaders and organizations trying to promote fairness — and what to do instead to see real, measurable results.
Many well-intentioned organizations invest time, money, and effort into diversity, equity, and inclusion (DEI) “best practices,” such as unconscious bias trainings, employee affinity groups, and public proclamations. However, these traditional efforts are not backed up by the “best evidence” but are instead based on incorrect assumptions about what works. To achieve better results and make more progress in creating fairer workplaces, it’s time to debunk these three myths.
Myth: Our Organization Cannot Be Meritocratic and Fair at the Same Time
Fact: Meritocracy means we select people into positions of power on the basis of their ability. However, research shows that without better talent practices that embed fairness, we often overlook highly qualified candidates who don’t fit our mental model of leadership potential. Put differently, we often struggle to see ability and talent in those who do not “look the part.” As a result, most of us have yet to see a true meritocracy in action. But if we level the playing field and provide everyone an equal chance to succeed to their full potential, we can create workplaces that are both more fair and more meritocratic.
Myth: Training Can Overcome Unconscious Biases
Fact: Unconscious biases are part of being human, but they are — by definition — unconscious and, therefore, difficult to overcome through intention or awareness alone. While well-meaning, most traditional diversity and unconscious bias training show little evidence of changing long-term behaviors across hundreds of academic studies. Put simply, de-biasing humans is incredibly difficult and may well be impossible. What matters instead is that we design systems, processes, policies, and environments to mitigate their impact. For example, instead of interviewing people in an unstructured way that leaves the door open for biased evaluations, institute structured interviews whereby all candidates for a role are asked the same questions in the same order and then use pre-determined and standardized assessment criteria to score answers.
Myth: Fairness Is the Responsibility of DEI Professionals Alone
Fact: Fairness is not a program but a way of doing things, which is why we need to embed it into the everyday work of all employees in an organization, not just a select few. Most companies have a PR or corporate communications department that handles the most high-profile communications, such as annual reports and the CEO’s speeches. At the same time, all employees need a base level of communication skills because they write emails, speak up in meetings, and create presentations every day. Fairness works exactly the same way. While experts, such as HR or DEI professionals, can play an important role as advisors, the real work of creating fair organizations takes place when we make everyday decisions about whom to listen to in meetings or whom to hire, fire, or promote; when we determine how to evaluate and compensate people; when we set policies around flexible work, parental leave, or expense reimbursements; and when we assign people to projects. If you make any of these types of decisions, you have the power to make your workplace more fair.
Debunking these fairness myths clears the way for more effective, evidence-based solutions to move the needle on fairness further and faster.
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