“Are you like this?” Dialogue – Recognizing unintentional bias in business

Let me start: Most prejudices are not loud. It doesn’t rush into the room or make scenes. This is subtle. It is hidden behind praise, casual comments and self-evident assumptions. That’s why we need to prioritize talking about it. In today’s workplace, many of us really want to be inclusive. We are proud of ourselves

Self-awareness, open-mindedness and fairness. But prejudice is not always associated with conscious discrimination. It often appears in small things – the idea of ​​who we make eye contact, the person we defer in conversation or who we quietly ignore.

Prejudice not only lives in recruitment practices or performance reviews, but also involves the way we talk to each other, the people we trust, and the people we assume the mastery. Even if it is unintentional, it is just as powerful. Actually, this is why it’s hard to solve.

These hourly moments shape the workplace culture. They influence how people feel – whatever they feel heard, respected and seen. They have real consequences. Over time, they will influence who is invited to the table and who feels comfortable and will eventually improve.

What makes this even more complicated is how difficult it is to call. When bias is subtle or unconscious, raising it can feel embarrassing and even risky. You often wonder if you are too sensitive or worse, feeling the problem to point out.

I’ve experienced it myself. I was hosting the business conversations that were discussed-until my husband joined me. Suddenly, the conversation moved to him, as if the authorities had gone with him. I have visitors of visitors, assuming that other people (usually males) must be the owner. These are not isolated incidents. And I know many other people, trans, age and background, have similar stories.

Unintentional prejudice does not discriminate. It affects women, yes. But it also affects those young professionals who are talking about older colleagues who are neglected for being “outdated”, introverts mistakenly believe that people from different races or socioeconomic backgrounds may not fit into the dominant culture of the room. It doesn’t always come from malicious intentions. Often, it comes from familiarity, habits, or lack of differences.

Sometimes, bias appears in meetings – the same sound is heard over and over while others stay marginal. Sometimes it appears in casual conversations – when assumptions are made about someone’s role, ability, or priorities. Sometimes, this is someone we turn to verification, feedback or final decision.

The challenge with these forms of bias is that they feel so ordinary. They are not enough to guarantee complaints, but they eliminate people’s sense of belonging. They become exhausted as you go through these moments over and over again. You start to expect to be covered up, fired, or misunderstood. And this expectation can prevent people from contributing, taking risks or even playing roles in the long run.

So, what should we do?

First, we can listen more carefully. Not only what is saying, but what is saying to whom – and who is not heard. Can we realize the pattern: Are some people often interrupted?

Are some ideas ignored until they are repeated by more advanced or familiar people? Secondly, we can challenge our assumptions. Before making a judgment on someone’s ability or credibility, ask yourself: Am I based on evidence or stereotypes? Am I hearing this person clearly or filtering their voices through prejudice I don’t realize?

Third, we can be more interested in tolerance. This means actively inviting quieter voices to the conversation, giving credit to the extent they deserve, and making room for different communication methods. It also means acknowledging when we got it wrong – and opening up to feedback without defense.

Finally, we can continue the conversation. It’s easy to see bias as a box to check or a workshop to attend. But true inclusion is a daily exercise. It is built in every meeting, every interaction, every decision.

These efforts don’t have to be perfect to make sense. Sometimes it’s just stopping before reacting. If someone raises people’s concerns instead of becoming defensive, we can respond curiously: “Can you tell me more about what you’ve noticed?” A small shift from defense to conversation can make everything change.

Understanding how to resolve bias does not mean that pointing to your fingers is also helpful. This is not accusation. It’s about learning. We all have blind spots. We all absorb information, assumptions, or social hints that we are not even aware of being shaping our thoughts. The goal is not flawless, but willing to reflect and grow.

Leaders in particular play a crucial role. The way they process feedback, distribute opportunities, and model inclusive behavior sets the tone for the entire team. But you don’t have to be a manager to make a difference. Each of us contributes to the culture we work for. Tolerance is everyone’s responsibility. Creating a more inclusive workplace does not require comprehensive reform or complex human resources

initiative. It begins with consciousness. Slow down, focus, and let humbly admit that we all have blind spots. This is how we speak, who we notice and whether we are actually listening.

Because when people feel who they are (not just who we think we are), we create a better place for everyone.