How would you address unconscious bias affecting decision-making processes in your organization?

Acknowledging bias doesn’t make you a bad leader—it makes you a better one. Once you’re aware of the subtle ways bias shows up, you can start asking smarter questions, bringing in different voices, and making fairer decisions. It’s not about blame; it’s about being honest enough to do better. If you want real change in your organization, start by noticing what you’ve been trained not to see.

Addressing unconscious bias requires intentionality and ongoing effort. I would start by promoting awareness through regular training and open discussions that create safe spaces for reflection. Embedding structured decision-making frameworks, like blind recruitment, standardized evaluation criteria, and diverse hiring panels, can help reduce bias. Most importantly, leadership must model inclusive behavior and be held accountable for fostering equity across the organization.

I would implement more objective ways of measuring in this specific process I was having an issue with. And more importantly, I would implement culture by design programs to address the self-awareness gaps that are causing these unconscious biases to impact judgment and decision-making with my organization.

I believe the first step is creating a culture where open conversations about biases are encouraged, allowing everyone to acknowledge and address their own blind spots. From there, I would ensure decision-making processes are structured with clear, objective criteria, minimizing the room for subjective judgment. Regular training on recognizing and confronting biases would also be essential, empowering the team to make more informed and fair decisions. To me, the most effective way to combat unconscious bias is to lead by example—actively questioning my own assumptions, embracing diversity, and championing fairness in every decision. Only then can we create a truly inclusive and unbiased environment that drives success for everyone.

Awareness is the important first step, but how we create it matters. Standard bias trainings often focus on theory: what biases are, how they show up, and why they’re harmful. But they rarely help people discover their own blind spots, which would be crucial for (self-) awareness. Using the Implicit Association Tests (IATs) from Project Implicit can be a smart approach. Especially when conducted by an educated trainer and combined with personal reflection and leaders who openly share their own biases. Vulnerability beats instruction.

I truly believe that one of the most effective ways to mitigate unconscious bias in decision-making is by intentionally diversifying the voices at the table. When teams are composed of individuals with varied backgrounds, lived experiences, and perspectives, we naturally interrupt echo chambers and challenge default thinking. Encouraging collaboration across these differences not only enriches the conversation but also leads to more thoughtful, equitable, and innovative decisions. True inclusion means creating space where every perspective is genuinely valued and considered.

Structure is helpful, but don’t overdo it. Rigid frameworks often end up reinforcing the very biases they were meant to prevent (as we can often see in our current business structures). Why? Because bias enters early, in how we frame the problem, who’s in the room, whose voice is heard and how these frameworks are set up. Once in place, systems tend to stay … until “happily ever after.” The attempt to regulate for objectivity often leads to overregulation and pushes things in exactly the opposite direction. Eventually, no one dares to move until they’re told to. Learned helplessness … professionally managed.

In addition, just a simple Pro-Hack: Ask yourself: “Who would you normally not ask for feedback?” - The creative doesn’t ask the spreadsheet wizard. - The strategist avoids the micromanager. - The visionary skips the cautious realist. But to uncover your biases and potentially biased decisions, that’s exactly who you need. So go ahead … Find the person you’d usually never ask. And ask them.