What are structural biases?
Structural biases refer to systemic discrimination against certain groups that is built into the very structure of an organization or society. These biases can take many forms, such as unfair hiring practices, unequal access to resources, or prejudiced attitudes among employees. They can be difficult to identify and even harder to challenge because they operate at a level beyond individual behavior. Structural biases often go unseen and perpetuate themselves through subtle processes like normalization and reproduction, making them resistant to change.
How do structural biases persist under the surface of "inclusive" professional cultures?
Despite the increasing emphasis on diversity, equity, and inclusion, structural biases continue to permeate professional workplaces. This is because these biases are deeply ingrained in the structures and systems that govern organizations, including recruitment policies, promotion criteria, salary scales, and workplace culture. Even when organizations adopt policies that appear to promote equality, there may still be underlying assumptions and barriers that prevent women, people of color, LGBTQ+ individuals, and other marginalized groups from fully participating in their careers.
If a company has a leadership team that is primarily white men, it may perpetuate a bias towards promoting other white men in leadership positions over equally qualified candidates from other backgrounds. Likewise, if a company's compensation structure rewards employees for long hours spent at work, this can disproportionately benefit those with familial support networks who can rely on childcare or elderly care outside of traditional work hours. As a result, these structural biases can create an environment where certain groups feel excluded or unsupported, which can lead to decreased morale and productivity.
The impact of structural biases on professional cultures
The persistence of structural biases has far-reaching consequences beyond individual employees. When certain groups are systematically excluded from advancement opportunities, it limits the range of ideas and experiences represented within an organization. This can stifle innovation and creativity, as well as lead to groupthink and a lack of diverse perspectives. It also reinforces stereotypes and perpetuates prejudices against already marginalized communities. In addition, structural biases can contribute to high turnover rates among underrepresented groups, making it difficult for companies to attract and retain talent from diverse backgrounds.
This can harm businesses by limiting access to a wider pool of skills and perspectives, as well as reducing employee engagement and retention rates.
Overcoming structural biases
To address structural biases, organizations must first acknowledge their existence and commit to actively challenging them. This requires a comprehensive approach that looks at all levels of the organization, including policies, practices, culture, and attitudes. Companies should implement policies such as blind hiring processes, mentorship programs, and inclusive leadership training to level the playing field for all employees. They should also collect data on diversity, equity, and inclusion metrics to track progress and identify areas for improvement.
Companies should foster an environment where diverse voices and viewpoints are valued and encouraged through initiatives like affinity groups, inclusive communication channels, and cultural competency training. By taking these steps, organizations can create a more inclusive professional culture that is built on respect, fairness, and mutual support.
How do structural biases persist under the surface of “inclusive” professional cultures?
Structural biases are deeply rooted and persistent because they have been institutionalized over time. They manifest themselves through hiring practices, promotion processes, job descriptions, workplace policies, pay scales, and many other factors that shape an organization's culture and the way employees interact with each other.