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Welcome back to Conversation starters for social work leaders. This week, in episode five, we will be exploring the question How can leaders address bias?
Last week, in episode four, we explored the question How can leaders encourage reasonable adjustment requests? We explored this question by sharing some personal experiences and asking further reflective questions based of my lived experience.
The four overarching questions/themes were:
Are you aware of myths and misconceptions? Misconceptions are harmful to neurodivergent social workers, they inform stereotypes and stigmatise neurodivergent profiles. Reflecting on what you have been told about neurodivergent profiles and dispelling myths through actively seeking knowledge and understanding can make you, as a leader/manager, more approachable.
Do you understand different neurodivergent profiles? You don’t have to be an expert to support us, however, having some knowledge and understanding is helpful. If we know that by requesting reasonable adjustments, we also have to educate those around us, we can be put off. Take responsibility for your knowledge and the knowledge of your management teams.
Do you use a co-production model? It's important that you make plans in collaboration with neurodivergent social workers. Do not make it our sole responsibility to devise a plan and do not implement a plan that they have not been able to contribute to. Work in a restorative and relational way using co-production. Then we know everyone is committed to and understands the plan.
Does your organisation have any guidance for managers on reasonable adjustments? Some of the managers and neurodivergent social workers might be disclosing their neurodivergence, requesting reasonable adjustments and/or planning support for the first time. This could leave people feeling vulnerable and unsupported, as well as leading to an interesting plan. A co-produced support document could help guide conversations, provide a template for a plan and offer suggestions based on neurodivergent social worker's previous experiences.
What is bias?
Unconscious biases are the associations we hold, outside our conscious awareness and control, which are triggered by our brain making quick judgements and assessments. Unconscious biases are our blind spot, without engaging in intentional and directed critical self-reflection they can be impossible to see. Yet they are instrumental in shaping our actions, opinions, and decisions.
Unconscious bias can manifest in different ways, below are four examples of how unconscious bias can manifest:
Bandwagon Effect – We believe or do something because other people are doing the same
Status Quo Bias – We try not to ‘rock the boat’, or tend to avoid change
Confirmation Bias – We view things in the way we expect to, so if we expect to see and hear something, we seek out information which confirms this
Affinity Bias – We tend to seek similarity, and we naturally like to fit in as part of a homogenous group.
Unconscious biases can discriminate against people, especially those of us with protected characteristics - judgements that can be prejudiced or unsupported, are likely to have negative consequences. Therefore, as leaders, you must critically reflect on what biases you hold as they could influence the way you view neurodivergent people, approach supporting neurodivergent social workers and create psychologically safe environments for neurodivergent social workers.
How can leaders address bias?
As a leader, you address unconscious biases in different ways. We will explore three ways below.
Looking inward:
First and foremost, as a leader, you should be modelling the model. Therefore, addressing bias towards neurodivergent social workers starts with you. Examine yourself with non-judgemental curiosity – because when we know better, we can do better.
It is important that you look inwards and ask yourself:
How would you describe your origins?
What are your core beliefs?
How do you think your origins shape your beliefs?
How do you think your origins have shaped your values and beliefs?
Who were your influences at different stages of your life?
What shapes your behaviour today?
What shapes your beliefs today?
What happens when you are biased?
What can you do when you recognise you are being biased?
Who is impacted by your behaviours and beliefs?
Multi-layered approach
It is vital that you address bias at all levels. Do not stop with yourself, work with all management levels and also with the front-line social workers as they may be holding unconscious biases towards neurodivergent social workers.
Give people tools:
It is important that once you have done the self-work you support your colleagues and employees to do the same. You can begin to model the model.
You can support others to address bias by sharing your journey and the difference it has made. Provide people with a (metaphorical) template of tools, reflective questions and language to support them on their journey.
Be open and honest about the biases you previously held and how you perceive that to have impacted neurodivergent social workers. For example, if you held a bias that dyslexic people couldn’t read or write because they were intellectually disabled. And you subsequently avoided asking dyslexic employees for help, own that bias, communicate why it was wrong, acknowledge the harm it has done, apologise and address the harm caused by the unconscious bias.
Support your colleagues to reflect if they are struggling to do this on their own. Being firm and fair
Hopefully, episode 5 has given you the starting point to reflect on your biases and to begin to find ways to address bias in the social work organisation you are leading.
If you are hungry for more, in the final episode next week I will explore three ways you can inspire change across your organisation as a leader
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