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With International Women’s Day coming up this Sunday, we recently took a moment to speak with Dr. Q: How do you see unconscious bias affecting the hiring and team composition decisions that are made in workplaces today? HGH: There are a lot of companies that have a “type” of person who works there, and they’re kind of proud of it. Q: What do you think about the common problem of women being underrepresented in tech companies? Many companies have good intentions with regards to this, but unconscious biases are called “unconscious” for a reason. To me, it’s continually meaningful to help to reveal biases, not only for the purposes of diversity and inclusion but across the board. Chandigarh traffic police, promoting road safety, traffic safety, India road signs & rules, safe responsible driving, first aid India. There’s so much focus these days on the negative programming, triggers and limiting beliefs that live in our unconscious. In my opinion, these assumptions are urban legends, created by yesterday’s psychotherapists, coaches and traditional thinkers. Neuroscience has proven that your Unconscious Mind is eager to serve you, in any way that you need. Whether your Unconscious Mind is expanding your horizons or limiting your future depends entirely on you. When we are thoughtful in our communication with ourselves and others, we guide our UMs in a positive way. Step into alternative realities of the situation, brainstorm what other options the person might be trying to communicate.
Just as we learn a new sport or language, we create behavioral and thinking habits by repetition. Rebel BrownA masterful agent of change, for over 25 years Rebel has inspired, coached and empowered over 250 global organizations to ultimate performance and profitable market advantage. About the AuthorRebel BrownA masterful agent of change, for over 25 years Rebel has inspired, coached and empowered over 250 global organizations to ultimate performance and profitable market advantage.
Sign up HERE and receiveThe Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you! Book review: It’s not reason that drives your decisions, it’s your quirky, unpredictable subconscious. Book buyers who succumb will find a somewhat disconcerting thesis: we have no idea why we do the things we do.
Until recently, Mlodinow argues, the study of the unconscious was often dismissed as pop psychology.
This is why 94% of college professors say they’re above average and why a third of engineers are pretty sure they’re in the top 5% of their profession. Understanding this is humbling and a little depressing, but Mlodinow argues that these delusions of grandeur (or even ­adequacy) are absolutely vital. Far from a place of dank, Freudian repression, then, the new unconscious is “a gift of evolution that is crucial to our survival of a species.” Our unconscious lets us absent-mindedly walk down a crowded sidewalk without thinking about each sidestep and dodge.
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Heidi Grant Halvorson, Director of the Diversity & Bias Practice at the NeuroLeadership Institute (NLI), about some of the continuing diversity challenges in Silicon Valley and other tech hubs of the world. Halvorson is a social psychologist, bestselling author, and the Associate Director of the Motivation Science Center at the Columbia Business School. Heidi Grant Halvorson: It’s a great question, because one of the things that often happens when we talk about bias is that people automatically assume we’re only talking about issues like gender representation and racial representation.
It’s also about strategy, problem solving, and the kinds of products that you decide to offer or not to offer.
Teams that are homogeneous—which is what unconscious biases often produce—have been shown to consistently underperform compared to teams that are diverse.

This doesn’t have to be strictly along the lines of gender or race, you just need to make sure that everybody isn’t the same along a particular dimension. People no longer take it for granted that everyone will agree with them, and they also don’t feel as if they just want to go along with what somebody is suggesting.
This isn’t necessarily along race or gender lines, but there’s a certain kind of person that a company will employ.
Whether it’s a small Bay Area startup or a huge company like Adobe, we’re helping people learn to make better decisions for the benefit of everyone, backed by hard science. Even traditional therapy focuses on revealing our “bad” unconscious thoughts to heal our souls. When we get stuck repeating negative thoughts and behaviors, we direct our UM in a limiting direction. For example, when I say, “Don’t think about your competitors,” you think about them, don’t you? Practice jumping in front of that knee-jerk response that personalizes life’s every experience. By feeding objective reality back into your UM, you upgrade the personalizing programs and evolve to a more objective perspective.
Rebel blends the power of neurosciences with her deep business expertise to guide executive and corporate clients to unleash their ultimate performance potential. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement. Many decisions that we think of as conscious are, instead, the product of bizarre flights of our unconscious minds. Though ­Sigmund Freud was ahead of his time in many ways, his conception of the unconscious—a teeming, sweaty place full of repressed memories and hidden desires to sleep with our parents—was well off the mark. Traditional economics is based on the fact that people make rational decisions based on their own self-interest.
It’s why CEOs of companies tend to be so overconfident when acquiring new assets, paying 40% more than a company’s current stock price because they’re convinced that under their leadership the firm can be run more profitably. Without unreasonable optimism, why would anyone ever set out to become an NBA player or a great scientist or a famous actor? The same mechanism that causes us to lazily generalize, judging books by their covers and politicians by their bone structures, also allows us to see a knobby orange sphere, a specific object we’ve never encountered before, and instantly think “what a nice ripe orange.” Sure, we don’t often know why we make the decisions we do.
During our conversation, we explored how the human brain’s unconscious biases influence team diversity and creativity in enterprise work settings, while also affecting the ongoing march toward gender equity and inclusion.
These are definitely part of it, but biases can also relate to a whole bunch of different things that can be detrimental to decision-making across the board within an organization.
All of those decisions can and are routinely affected by our psychosocial and neurological biases.
This is due to the fact that when everyone is similar, people start to get a little too relaxed and a little too comfortable. These teams also end up having a much more accurate sense of how well they’re actually doing. This can be dangerous, because even if that seems to be working well for your business, the fact is that without diversity, you’re not getting the best out of your people. You can now make a definitive business case that it’s a bad thing not to have women on boards, and that diverse companies make bigger profits on average than companies that aren’t diverse. It is in the context of our direction that we define how we move through this world and create our lives.
When we focus on what we don’t want to happen, we direct our UM to focus on that unwanted thing happening. We apply our inner perception to the world, projecting our truth to explain everything that occurs in our space. Simply shifting our thoughts for a day or week most likely isn’t enough to change an unconscious habit or thought, developed over a lifetime. Most unconscious programming can and will shift within 30 days with focus, determination and repetition.
She has been featured in First Business TV, Forbes, Entrepreneur, Business Insider and Business Week.

We slot complex ideas into simple categories, subliminally latch on to trivialities and convince ourselves we’re actually making a carefully reasoned decision about what we’d most like to read.
Constituents may think they’re choosing a politician based on his persuasive platform and understanding of the issues, but in 72% of U.S.
Besides being a theoretical physicist who wrote a number of popular science books and collaborated with Stephen Hawking on two bestsellers, Mlodinow also spent years as a Hollywood writer, working on episodes of Star Trek and coming up with the puzzles that stymied MacGyver (which may or may not increase your confidence in his scientific acumen). As more and more information about the unconscious is discovered, it turns out this may not be true. We assume that, like scientists, we look at the available data—our physical appearance, our interactions with others, the fact that we’re particularly good at remembering the lyrics to old-school hip hop songs—and then form a more-or-less objective opinion based on what we see.
Why would any ice-age human, freezing in the fields of northern Europe, bother to go out hunting and gathering? A strong sense of “group think” develops, where everyone agrees with each other and they cease to question each other’s assumptions.
People become more critical of what’s being said and, because of that, they bring their own A-game. It’s surprising, then, that at first glance the dust jacket of Mlodinow’s latest popular science book offers precious little flash to appeal to our fickle minds. But by ­focusing on the science of the unconscious, Mlodinow makes us question some of our most basic assumptions. Studies have shown that the people with the most accurate self-perceptions are actually often depressed. It’s not a case of importing diverse people into a group to gain the benefit of their unique knowledge; it’s about bringing them in to improve everyone’s performance. All you see is dull black text reading Subliminal: How Your Unconscious Mind Rules Your Behavior. Worse, after making a decision, we immediately rationalize it and will swear up and down that it comes from an enlightened, logical place. In one study, four French and four German wines were placed in an English supermarket while either French or ­German music was played from a tape deck on alternating days.
It turns out that, rather than making a considered decision, cagey Wall Street traders are actually much more likely to invest in companies with an easily pronounceable ticker ­symbol than companies with a tongue twister of a name. We start with a desired outcome (I am a smart, ­handsome man with an admirable knowledge of the Wu-Tang Clan back catalogue) and then cherry-pick the facts that bolster this premise.
They feel like they’re “knockin’ it out of the park,” when in fact they’re consistently not.
She is a an NSA and a Vistage International speaker, acting as a keynote speaker and leading workshops globally. Tip the cover to the light, however, and translucent, barely decipherable words appear: “Pssst…Hey there. Few of the wine buyers thought the music had anything to do with their decision, but on French music days 77% of the wine sold was French.
Other studies have shown that stock prices can fluctuate depending on something as inconsequential as the weather in New York.
Besides speaking and writing, Rebel has vast consulting experience in shifting corporate perspectives to create breakout strategy, positioning for advantage and profitable growth.
She also ran a consulting practice in Paris for two years, bringing European firms to the United States.
Rebel is also the founder and director of the Unstoppable U Foundation, a non-profit program committed to guiding kids to know that they are born to be Unstoppable. Rebel is also the founder and director of the Unstoppable U Foundation, a non-profit program committed to guiding kids to know that they are born to be Unstoppable.The Optimistic Workplace Is Up for an Award!SubscribeDo you like our posts?

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