Diversity training
2 min read · April 26, 2024
New Power Labs
A paper published by Havard, “The Trouble of Diversity Training,” authored by Frank Dobbin and Alexandra Kalev, suggests that diversity or anti-bias training alone does not reduce bias, alter behaviour or change the workplace, despite being widely implemented.
Research suggests that short-term interventions, including one-off training sessions, typically do not result in significant changes in behaviour or attitudes (Dover, Kaiser, Major, 2020). Like other forms of workplace training, anti-bias training alone may not be sufficient to induce lasting change.
Some studies indicate that anti-bias training can inadvertently activate stereotypes rather than suppress them. Asking individuals to suppress stereotypes may actually reinforce them, making them more cognitively accessible (Eagan, Bendick, 2008).
Anti-bias training may lead to complacency among managers and employees who believe that participating in such programs absolves them of responsibility for discriminatory behaviour. This unrealistic confidence in anti-discrimination programs may result in a lack of vigilance against bias in the workplace (Krauz, Torres, Hollie, 2022).
Training programs focused on multiculturalism may inadvertently make majority group members feel excluded. This feeling of exclusion can lead to resistance and backlash, ultimately undermining the effectiveness of the training (Dover, Major, Kaiser, 2016).
Employees may perceive anti-bias training as an attempt to control their thoughts and actions, leading to rebellion against the message. Research suggests that framing the training as externally imposed rather than voluntary can evoke resistance and hinder its effectiveness (Legault, Green-Demers, Grant, Chung, 2007).
Research suggests that the most effective anti-discrimination measures involve engaging decision-makers in actively addressing the issue themselves. Effective diversity programs facilitate interaction between current managers and individuals from diverse backgrounds and foster a better understanding of diversity issues, leading to increased advocacy for diversity among management.
When it comes to flowing capital to underfunded and overlooked leaders, driving meaningful change requires a more holistic approach. These insights drove the design of New Power Labs as we focus on both the learning and the doing.
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