Dear all,
A video on "Unconscious Bias" is making rounds on LinkedIn. The link is as below:
https://www.linkedin.com/posts/yoges...924341248-8TLA
If you have a LinkedIn account, then log in to it so that you can access the video easily. For those who don't have a LinkedIn account, whether they can access the video is not known.
I will post my comments on the video in 1-2 days.
Thanks,
Dinesh Divekar
From India, Bangalore
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8071A video on "Unconscious Bias" is making rounds on LinkedIn. The link is as below:
https://www.linkedin.com/posts/yoges...924341248-8TLA
If you have a LinkedIn account, then log in to it so that you can access the video easily. For those who don't have a LinkedIn account, whether they can access the video is not known.
I will post my comments on the video in 1-2 days.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Hi Dinesh, Very well explained and perfectly narrated. Facts might differ. Thanks for sharing
From India, Hyderabad
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From India, Hyderabad
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Dear all,
Comments on the video
a) The speaker started his narration by introducing what the video message is about. Similar to a heading in a business letter, he provided a heading for his video message. The introductory sentences help set mental boundaries for the listener, a technique known as "framing." The speaker has effectively framed the listeners' minds.
b) The narration begins with the speaker's concern about a junior employee spending time on social media. However, the focus remained on the individual rather than the organization. Organizational issues should be viewed in context, asking questions like what is happening, why it is happening, if there is a system failure, potential side effects, and how it impacts organizational culture. It's unclear if such questions were considered.
c) If the employee was observed spending time on social media, the observer should express concern to the HOD. However, it is not mentioned whether the speaker approached the employee's HOD or what the HOD's stance was on the employee's actions. It is also unclear if the HOD was involved in the feedback process.
d) The start and end points of the narration are disconnected. The speaker began with concerns about social media engagement but did not explain how the issue was resolved. He called the employee to discuss personal activities during office hours but ended up learning about "unconscious bias." This was not the feedback session's objective, and how the objective was achieved is not mentioned.
e) The exercise focused on who was involved rather than what was happening in the organization. During the feedback session, the employee presented her narrative, which the speaker accepted.
f) Super-performers exist in every industry and company. They often leverage their high performance to negotiate benefits, a common scenario for senior HR professionals.
g) Most companies have a workplace code of conduct prohibiting activities like spending time on the stock market or social media. The speaker did not mention whether a code of conduct existed or why it wasn't addressed with the employee.
h) I previously mentioned "framing of mind." For more on this, read "Thinking, Fast and Slow" by Daniel Kahneman. Skillful leaders and salespersons use framing to gain buy-in and reduce resistance.
i) Can the speaker's narration be an example of "Unconscious Bias"? I leave that question open. Without knowing all the facts, it would be unfair to comment.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Comments on the video
a) The speaker started his narration by introducing what the video message is about. Similar to a heading in a business letter, he provided a heading for his video message. The introductory sentences help set mental boundaries for the listener, a technique known as "framing." The speaker has effectively framed the listeners' minds.
b) The narration begins with the speaker's concern about a junior employee spending time on social media. However, the focus remained on the individual rather than the organization. Organizational issues should be viewed in context, asking questions like what is happening, why it is happening, if there is a system failure, potential side effects, and how it impacts organizational culture. It's unclear if such questions were considered.
c) If the employee was observed spending time on social media, the observer should express concern to the HOD. However, it is not mentioned whether the speaker approached the employee's HOD or what the HOD's stance was on the employee's actions. It is also unclear if the HOD was involved in the feedback process.
d) The start and end points of the narration are disconnected. The speaker began with concerns about social media engagement but did not explain how the issue was resolved. He called the employee to discuss personal activities during office hours but ended up learning about "unconscious bias." This was not the feedback session's objective, and how the objective was achieved is not mentioned.
e) The exercise focused on who was involved rather than what was happening in the organization. During the feedback session, the employee presented her narrative, which the speaker accepted.
f) Super-performers exist in every industry and company. They often leverage their high performance to negotiate benefits, a common scenario for senior HR professionals.
g) Most companies have a workplace code of conduct prohibiting activities like spending time on the stock market or social media. The speaker did not mention whether a code of conduct existed or why it wasn't addressed with the employee.
h) I previously mentioned "framing of mind." For more on this, read "Thinking, Fast and Slow" by Daniel Kahneman. Skillful leaders and salespersons use framing to gain buy-in and reduce resistance.
i) Can the speaker's narration be an example of "Unconscious Bias"? I leave that question open. Without knowing all the facts, it would be unfair to comment.
Thanks,
Dinesh Divekar
From India, Bangalore
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