Research-Based Content to Mitigate Bias
Course Video Preview
When two coworkers have a disagreement in how the numbers are presented it results in a back and forth attack on each other.Course Description
This course focus on 5 common and pervasive patterns of workplace bias, based upon the globally-recognized leader of anti-bias research, Joan C. Williams, J.D. Sullivan Professor of Law at the University of California Law SF and Director of the Center for WorkLife Law. Each lesson delves into one form of bias and has been shown to drive positive change in the workplace. The course can also be broken out into 5 separate microlessons for continuous learning:- Prove It Again: Groups stereotyped as less competent often have to prove themselves over and over again.
- Tightrope: A narrow range of acceptable workplace behaviors is expected from women and people of color.
- The Maternal Wall: Bias against mothers is the strongest form of gender bias.
- Tug of War: Sometimes bias against the group fuels conflict within the group.
- Racial Stereotypes: People of color encounter specific stereotypes based on their racial identity.
Course Features
- Access to our Anonymous Ask the Expert tool
- Rich video scenarios based on real-world events
- Built-in employee sentiment surveys
- 50+ Machine Translation Options
- Optional program timer
- Policy acknowledgement tool
- Extensive customization options
Lessons
Introduction
Tightrope Bias
Prove It Again Bias
Racial Stereotypes
Maternal Wall Bias and the Motherhood Penalty
Tug of War Bias
Provide Your Feedback
Complementary Microlessons
From ‘Ask the Expert’
Emtrain’s Ask the Expert feature enables users to ask questions about compliance, bias, harassment, and diversity & inclusion as they come up. It’s all confidential, and answers are sent straight to their inbox. Search the questions below and see the Experts answers.
Q
What are bias interrupters and how do they work in the workplace?
Thanks for asking. Bias interrupters are small, intentional changes to processes — like structured interviews or standardized evaluation criteria — that help prevent unconscious bias from influencing decisions. They work by interrupting biased patterns before they take hold.
Q
How can I speak up about bias without risking retaliation?
Good question. One way is to frame your concern around fairness and company values, not blame. You might say, “I want to make sure we’re applying the same standards for everyone.” If you’re worried about retaliation, use formal reporting channels like HR or a hotline.
Q
How do bias interrupters help create fairer performance reviews?
They add structure so reviews are based on measurable performance, not personal impressions. For example, using a rubric with clear criteria reduces the chance that stereotypes or favoritism will affect evaluations.
Q
What in-groups exist in your organization, and how do they affect decision-making?
In-groups are informal networks of people who share connections or backgrounds. They can influence who gets information, opportunities, or visibility. Recognizing these groups helps organizations make sure decisions are inclusive and not limited to a select few.
Q
How can teams interrupt bias in daily decisions?
Teams can slow down before making choices, ask if all voices have been heard, and compare decisions against set criteria. Even small steps — like rotating who leads meetings — can reduce bias in everyday interactions.
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