BUS FPX 4128 Assessment 2 Investigating the Need for Cognizance of Bias in Management

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Capella University

BUS-FPX4128 Cultural Competence in Health Care

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Investigating the Importance of Recognizing Bias in Management

Biases are innate characteristics of individuals, shaped by diverse life experiences, education, and belief systems. Recognizing one’s own biases is essential for both personal development and professional success. This paper explores the concept of personal bias, its impact on self-regulation and fair management practices in healthcare organizations, and suggests actions that managers can take to address these biases. These suggestions are supported by the results of an implicit bias test.

Types of Personal Implicit Bias

Implicit bias refers to attitudes or stereotypes that affect how we perceive and act towards others, often unconsciously. A key example of implicit bias is curiosity, which can foster openness to different ideas and experiences—important qualities for leaders in complex environments (Dillon & Bourke, 2016). Leaders who cultivate curiosity are better positioned to empathize with others, helping them to connect with diverse perspectives and make inclusive decisions (Deloitte, n.d.). Moreover, curiosity allows leaders to adapt to changing circumstances, which contributes to a positive organizational culture.

Self-regulation and Fair Play

Curiosity also has a significant role in self-regulation and fair play, especially within healthcare management. It encourages adherence to rules and ensures that all individuals are treated equitably (Dillon & Bourke, 2016). This emotional-motivational trait drives exploration and flexibility, which are essential qualities for managers in the healthcare sector (Leonard & Harvey, n.d.). Managers who excel at self-regulation possess strong problem-solving, communication, and planning skills that are necessary for overcoming challenges and navigating uncertainties in healthcare environments.

Proposed Actions

Healthcare managers can take several steps to address their personal implicit biases. These include fostering empathy, advocating for unbiased practices, and providing education on unconscious bias. Demonstrating empathy towards both patients and staff helps managers understand and meet their needs, even when there are potential barriers. Advocacy involves actively supporting individuals and ensuring that all staff members receive fair and equitable treatment. Education about unconscious bias promotes awareness, helping to build an environment of equality and inclusivity.

Implicit Bias Test and Results

The Skin-tone Implicit Association Test (IAT) revealed a slight preference for light-skinned individuals, indicating the presence of unconscious biases. This personal reflection prompted an awareness of how these biases might influence interactions, despite coming from a diverse familial background. Recognizing implicit biases has led to introspection, encouraging more mindful and intentional behavior in future interactions.

New Insights on Personal Implicit Bias

Insights into personal implicit bias have valuable implications for management practices, particularly in promoting fairness, sound judgment, and respect. Creating an environment of equality and mutual respect can reduce conflicts that arise from biased behaviors. It is essential for managers to foster inclusivity, as this strengthens collaboration and contributes to a positive workplace culture.

Conclusion

Addressing personal implicit biases is critical for fostering inclusive environments, particularly in leadership roles. Managers play a key role in raising awareness and promoting equitable treatment within organizations. By prioritizing understanding and respect, managers can create bias-free workplaces, which will enhance organizational performance and improve employee well-being.

References

Dillon, B., & Bourke, J. (2016). The six signature traits of inclusive leadership: Thriving in a diverse world. Deloitte University Press.

Deloitte. (n.d.). 6 Characteristics of Inclusive Leaders. Retrieved from https://deloitte.wsj.com/cio/2016/05/04/6-characteristics-of-inclusive-leaders/