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It’s not easy to let go of your prejudices even when you’re aware of them. So imagine all the unconscious prejudices that sabotage your relationships!
Take this eight-question quiz, which will help you dismantle your preconceived ideas.
My way of thinking is latent in other individuals as well.
True
False
Right !
Everyone has a natural tendency to imagine that the priorities of people they’re talking to are the same as theirs, which is not necessarily the case. Caution and thoughtfulness about the other party's goals, regardless of the relationship, is therefore in order. However, despite our differences, we can understand each other and enter our reciprocal worlds. When we talk about others, in fact, we’re talking about ourselves. Mankind is made up of generic characteristics – human characteristics. Fundamentally, more things bring us together than separate us. But as Paul Valéry said, “Men differ by what they show, and have in common what they hide.”
Wrong !
Everyone has a natural tendency to imagine that the priorities of people they’re talking to are the same as theirs, which is not necessarily the case. Caution and thoughtfulness about the other party's goals, regardless of the relationship, is therefore in order. However, despite our differences, we can understand each other and enter our reciprocal worlds. When we talk about others, in fact, we’re talking about ourselves. Mankind is made up of generic characteristics – human characteristics. Fundamentally, more things bring us together than separate us. But as Paul Valéry said, “Men differ by what they show, and have in common what they hide.”
What I will think, believe and do in the future is latent in me today.
True
False
Right !
Everyone has within them a canvas of optional, potential behavior. The larger it is, the easier it will be for a person to adapt to any situation, and what she does will prove what she is. But this potential must find a theater of action, because it is in action and experimentation that we forge our experiences, which in turn give us enough confidence to attempt new adventures.
Our influences (especially parental) and successful experiments make the bed of our potential by bringing us out of ourselves to confront otherness, just as travel stretches the mental boundaries of youth. “Time constrains, space frees up,” said Gaston Bachelard. To endlessly repeat the usual is deadly (any constant system is a dead system). But opening up space for the imagination, for comparison and choice frees you from this weight. Discover yourself in action, but consolidate yourself in reflection.
Our influences (especially parental) and successful experiments make the bed of our potential by bringing us out of ourselves to confront otherness, just as travel stretches the mental boundaries of youth. “Time constrains, space frees up,” said Gaston Bachelard. To endlessly repeat the usual is deadly (any constant system is a dead system). But opening up space for the imagination, for comparison and choice frees you from this weight. Discover yourself in action, but consolidate yourself in reflection.
Wrong !
Everyone has within them a canvas of optional, potential behavior. The larger it is, the easier it will be for a person to adapt to any situation, and what she does will prove what she is. But this potential must find a theater of action, because it is in action and experimentation that we forge our experiences, which in turn give us enough confidence to attempt new adventures.
Our influences (especially parental) and successful experiments make the bed of our potential by bringing us out of ourselves to confront otherness, just as travel stretches the mental boundaries of youth. “Time constrains, space frees up,” said Gaston Bachelard. To endlessly repeat the usual is deadly (any constant system is a dead system). But opening up space for the imagination, for comparison and choice frees you from this weight. Discover yourself in action, but consolidate yourself in reflection.
Our influences (especially parental) and successful experiments make the bed of our potential by bringing us out of ourselves to confront otherness, just as travel stretches the mental boundaries of youth. “Time constrains, space frees up,” said Gaston Bachelard. To endlessly repeat the usual is deadly (any constant system is a dead system). But opening up space for the imagination, for comparison and choice frees you from this weight. Discover yourself in action, but consolidate yourself in reflection.
All human behavior patterns are latent in all individuals.
True
False
Right !
We can thus adapt to all cultures, differences, existing and future situations. Criticizing ways of thinking, seeing and behaving other than your own is, in fact, a projection of those we have in ourselves but are not yet using. Hence the need for agility and flexibility in the face of difference.
Wrong !
We can thus adapt to all cultures, differences, existing and future situations. Criticizing ways of thinking, seeing and behaving other than your own is, in fact, a projection of those we have in ourselves but are not yet using. Hence the need for agility and flexibility in the face of difference.
Prejudging can be useful.
True
False
Right !
Successful negotiators know that value systems, beliefs and assumptions are not the same for all individuals, groups, organizations or nations, but that they are meaningful to everyone. And that while perceptions of reality – and therefore prejudices – are different between individuals, they are nonetheless constructive if we allow them to be so.
Prejudices are models that give immediate meaning to our environment. They are reassuring because the unknown is scary. And they are judgment accelerators. Presupposing saves time and avoids some disappointments. Naive babies lack prejudices: They do not prejudge the laws of gravity, and risk, through overconfidence or ignorance, falling from the window! In order for prejudice to remain constructive, however, it is imperative to monitor it regularly, which constitutes the first of the three stages of intelligence: observe, understand and act. Prejudice is called intuition when in fact it is based on real observations so old that we no longer remember having made them.
Prejudices are models that give immediate meaning to our environment. They are reassuring because the unknown is scary. And they are judgment accelerators. Presupposing saves time and avoids some disappointments. Naive babies lack prejudices: They do not prejudge the laws of gravity, and risk, through overconfidence or ignorance, falling from the window! In order for prejudice to remain constructive, however, it is imperative to monitor it regularly, which constitutes the first of the three stages of intelligence: observe, understand and act. Prejudice is called intuition when in fact it is based on real observations so old that we no longer remember having made them.
Wrong !
Successful negotiators know that value systems, beliefs and assumptions are not the same for all individuals, groups, organizations or nations, but that they are meaningful to everyone. And that while perceptions of reality – and therefore prejudices – are different between individuals, they are nonetheless constructive if we allow them to be so.
Prejudices are models that give immediate meaning to our environment. They are reassuring because the unknown is scary. And they are judgment accelerators. Presupposing saves time and avoids some disappointments. Naive babies lack prejudices: They do not prejudge the laws of gravity, and risk, through overconfidence or ignorance, falling from the window! In order for prejudice to remain constructive, however, it is imperative to monitor it regularly, which constitutes the first of the three stages of intelligence: observe, understand and act. Prejudice is called intuition when in fact it is based on real observations so old that we no longer remember having made them.
Prejudices are models that give immediate meaning to our environment. They are reassuring because the unknown is scary. And they are judgment accelerators. Presupposing saves time and avoids some disappointments. Naive babies lack prejudices: They do not prejudge the laws of gravity, and risk, through overconfidence or ignorance, falling from the window! In order for prejudice to remain constructive, however, it is imperative to monitor it regularly, which constitutes the first of the three stages of intelligence: observe, understand and act. Prejudice is called intuition when in fact it is based on real observations so old that we no longer remember having made them.
Trust your instinct to recruit a member of your team.
True
False
Right !
Don’t necessarily trust your gut. If your “gut” is telling you the person is the “right fit for the culture,” this might simply mean you’re hiring someone you’re comfortable with: someone like you.
Establishing clear, data-based guidelines for hiring, promoting and making other important decisions can help fight unconscious bias. For instance, consider implementing hiring tests and games – but remember that all candidates must take them. Even your best friend’s son.
Based on “6 simple steps to fighting unconscious bias” (Business Digest n°291, November 2020).
Establishing clear, data-based guidelines for hiring, promoting and making other important decisions can help fight unconscious bias. For instance, consider implementing hiring tests and games – but remember that all candidates must take them. Even your best friend’s son.
Based on “6 simple steps to fighting unconscious bias” (Business Digest n°291, November 2020).
Wrong !
Don’t necessarily trust your gut. If your “gut” is telling you the person is the “right fit for the culture,” this might simply mean you’re hiring someone you’re comfortable with: someone like you.
Establishing clear, data-based guidelines for hiring, promoting and making other important decisions can help fight unconscious bias. For instance, consider implementing hiring tests and games – but remember that all candidates must take them. Even your best friend’s son.
Based on “6 simple steps to fighting unconscious bias” (Business Digest n°291, November 2020).
Establishing clear, data-based guidelines for hiring, promoting and making other important decisions can help fight unconscious bias. For instance, consider implementing hiring tests and games – but remember that all candidates must take them. Even your best friend’s son.
Based on “6 simple steps to fighting unconscious bias” (Business Digest n°291, November 2020).
You are well aware of stereotypes.
True
False
Right !
The phenomenon of stereotyping arises from the natural process of categorization intended to simplify an environment with a large amount of information. This categorization also leads to value judgments, to interpretations of others through our own value system. In this programmed vision that we have of others, our attitudes and behavior towards them are largely determined.
However, we rarely intend to harbor unfair prejudices against others, yet we all harbor, often unconsciously, preconceived ideas. How then can we fight against the invisible, namely our own prejudices and those of others, in order to promote diversity and make our teams more welcoming and efficient?
“A good starting point to analyze your own biases is to take an online test and analyze your contacts and social interactions. You can also ask yourself a few simple questions: If you design products: Who tests them? What conferences do you attend? If you are a therapist or a doctor, how do you approach the complaints of your patients according to their gender and their origin?”
However, we rarely intend to harbor unfair prejudices against others, yet we all harbor, often unconsciously, preconceived ideas. How then can we fight against the invisible, namely our own prejudices and those of others, in order to promote diversity and make our teams more welcoming and efficient?
“A good starting point to analyze your own biases is to take an online test and analyze your contacts and social interactions. You can also ask yourself a few simple questions: If you design products: Who tests them? What conferences do you attend? If you are a therapist or a doctor, how do you approach the complaints of your patients according to their gender and their origin?”
Wrong !
The phenomenon of stereotyping arises from the natural process of categorization intended to simplify an environment with a large amount of information. This categorization also leads to value judgments, to interpretations of others through our own value system. In this programmed vision that we have of others, our attitudes and behavior towards them are largely determined.
However, we rarely intend to harbor unfair prejudices against others, yet we all harbor, often unconsciously, preconceived ideas. How then can we fight against the invisible, namely our own prejudices and those of others, in order to promote diversity and make our teams more welcoming and efficient?
“A good starting point to analyze your own biases is to take an online test and analyze your contacts and social interactions. You can also ask yourself a few simple questions: If you design products: Who tests them? What conferences do you attend? If you are a therapist or a doctor, how do you approach the complaints of your patients according to their gender and their origin?”
However, we rarely intend to harbor unfair prejudices against others, yet we all harbor, often unconsciously, preconceived ideas. How then can we fight against the invisible, namely our own prejudices and those of others, in order to promote diversity and make our teams more welcoming and efficient?
“A good starting point to analyze your own biases is to take an online test and analyze your contacts and social interactions. You can also ask yourself a few simple questions: If you design products: Who tests them? What conferences do you attend? If you are a therapist or a doctor, how do you approach the complaints of your patients according to their gender and their origin?”
Highlighting common values is a barrier to inclusion.
True
False
Right !
Always start by clarifying a shared purpose, based on common values, designed by the entire team. It will often have to be repeated, much more often than within the framework of a more homogeneous team.
An organization can only function if its members share the same values. Collective intelligence cannot be decreed, but it can be worked on. Poorly managed, the diversity of a team can quickly become a disruptive element, which ruins collective work. And diversity will make an easy scapegoat when in fact it is the absence of a raison d'être, of a common goal, that will be responsible.
Based on Dream Teams: Working Together Without Falling Apart by Shane Snow (Portfolio/Penguin, 2018).
An organization can only function if its members share the same values. Collective intelligence cannot be decreed, but it can be worked on. Poorly managed, the diversity of a team can quickly become a disruptive element, which ruins collective work. And diversity will make an easy scapegoat when in fact it is the absence of a raison d'être, of a common goal, that will be responsible.
Based on Dream Teams: Working Together Without Falling Apart by Shane Snow (Portfolio/Penguin, 2018).
Wrong !
Always start by clarifying a shared purpose, based on common values, designed by the entire team. It will often have to be repeated, much more often than within the framework of a more homogeneous team.
An organization can only function if its members share the same values. Collective intelligence cannot be decreed, but it can be worked on. Poorly managed, the diversity of a team can quickly become a disruptive element, which ruins collective work. And diversity will make an easy scapegoat when in fact it is the absence of a raison d'être, of a common goal, that will be responsible.
Based on Dream Teams: Working Together Without Falling Apart by Shane Snow (Portfolio/Penguin, 2018).
An organization can only function if its members share the same values. Collective intelligence cannot be decreed, but it can be worked on. Poorly managed, the diversity of a team can quickly become a disruptive element, which ruins collective work. And diversity will make an easy scapegoat when in fact it is the absence of a raison d'être, of a common goal, that will be responsible.
Based on Dream Teams: Working Together Without Falling Apart by Shane Snow (Portfolio/Penguin, 2018).
Hiring the right person, who fits in well with the surrounding cultural background, harms diversity.
True
False
Right !
Absolutely wrong! While recruiting clones is a big mistake, nothing should stop you from hiring individuals with compatible or even similar values. Diverse personalities and experiences bring new ideas with them as well as complementary skills, while shared values foster commitment and collaboration.
Why, then, is it such bad form to talk about “cultural compatibility”? Hofmans and Judge dissect four popular misconceptions:
Misconception no. 1: Culture is something that’s “nice to have“ but not a necessity; only competence should play a role in recruitment. But studies show that people whose values align with an organization’s stay longer and perform better than people whose values fit less.
Misconception no. 2: Recruiting based on compatibility is detrimental to diversity. Yet this idea confuses a person’s values and characteristics with their gender, ethnicity, nationality and so forth.
Misconception no. 3: Recruiting based on compatibility is detrimental to innovation. But why couldn’t diverse individuals who think differently share the same values?
Misconception no. 4: Recruiting based on compatibility is an art, not a science. Relying solely on intuition to make a decision leads to biases such as recruiting people who are “similar to me” rather than aligned with the culture of the organization. However, in fact, this type of recruitment cannot be improvised but must have proper criteria established.
Based on “Hiring for Culture Fit Doesn’t Have to Undermine Diversity” by Joeri Hofmans and Thimothy A. Judge (Harvard Business Review, 18 September 2019).
Why, then, is it such bad form to talk about “cultural compatibility”? Hofmans and Judge dissect four popular misconceptions:
Misconception no. 1: Culture is something that’s “nice to have“ but not a necessity; only competence should play a role in recruitment. But studies show that people whose values align with an organization’s stay longer and perform better than people whose values fit less.
Misconception no. 2: Recruiting based on compatibility is detrimental to diversity. Yet this idea confuses a person’s values and characteristics with their gender, ethnicity, nationality and so forth.
Misconception no. 3: Recruiting based on compatibility is detrimental to innovation. But why couldn’t diverse individuals who think differently share the same values?
Misconception no. 4: Recruiting based on compatibility is an art, not a science. Relying solely on intuition to make a decision leads to biases such as recruiting people who are “similar to me” rather than aligned with the culture of the organization. However, in fact, this type of recruitment cannot be improvised but must have proper criteria established.
Based on “Hiring for Culture Fit Doesn’t Have to Undermine Diversity” by Joeri Hofmans and Thimothy A. Judge (Harvard Business Review, 18 September 2019).
Wrong !
Absolutely wrong! While recruiting clones is a big mistake, nothing should stop you from hiring individuals with compatible or even similar values. Diverse personalities and experiences bring new ideas with them as well as complementary skills, while shared values foster commitment and collaboration.
Why, then, is it such bad form to talk about “cultural compatibility”? Hofmans and Judge dissect four popular misconceptions:
Misconception no. 1: Culture is something that’s “nice to have“ but not a necessity; only competence should play a role in recruitment. But studies show that people whose values align with an organization’s stay longer and perform better than people whose values fit less.
Misconception no. 2: Recruiting based on compatibility is detrimental to diversity. Yet this idea confuses a person’s values and characteristics with their gender, ethnicity, nationality and so forth.
Misconception no. 3: Recruiting based on compatibility is detrimental to innovation. But why couldn’t diverse individuals who think differently share the same values?
Misconception no. 4: Recruiting based on compatibility is an art, not a science. Relying solely on intuition to make a decision leads to biases such as recruiting people who are “similar to me” rather than aligned with the culture of the organization. However, in fact, this type of recruitment cannot be improvised but must have proper criteria established.
Based on “Hiring for Culture Fit Doesn’t Have to Undermine Diversity” by Joeri Hofmans and Thimothy A. Judge (Harvard Business Review, 18 September 2019).
Why, then, is it such bad form to talk about “cultural compatibility”? Hofmans and Judge dissect four popular misconceptions:
Misconception no. 1: Culture is something that’s “nice to have“ but not a necessity; only competence should play a role in recruitment. But studies show that people whose values align with an organization’s stay longer and perform better than people whose values fit less.
Misconception no. 2: Recruiting based on compatibility is detrimental to diversity. Yet this idea confuses a person’s values and characteristics with their gender, ethnicity, nationality and so forth.
Misconception no. 3: Recruiting based on compatibility is detrimental to innovation. But why couldn’t diverse individuals who think differently share the same values?
Misconception no. 4: Recruiting based on compatibility is an art, not a science. Relying solely on intuition to make a decision leads to biases such as recruiting people who are “similar to me” rather than aligned with the culture of the organization. However, in fact, this type of recruitment cannot be improvised but must have proper criteria established.
Based on “Hiring for Culture Fit Doesn’t Have to Undermine Diversity” by Joeri Hofmans and Thimothy A. Judge (Harvard Business Review, 18 September 2019).
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