NMC Library

Unbias : Addressing Unconscious Bias at Work.

By: Gordon, Stacey APublisher: Newark : John Wiley & Sons, Incorporated, 2021Copyright date: Description: 1 online resource (220 pages)Content type: text Media type: computer Carrier type: online resourceISBN: 9781119779063Genre/Form: Electronic books.Additional physical formats: Print version:: UnbiasOnline resources: Available online to NMC users; click to view.
Contents:
Cover -- Titlepage -- Copyright Page -- Dedication -- Contents -- Introduction -- Chapter 1 The Blueprint -- The Framework of the Blueprint -- Awareness -- Alignment -- Action -- Advocacy -- Part 1 Awareness -- Chapter 2 Start with Unconscious Bias? -- Making Assumptions -- Unconscious Bias: Diversity and Incusion as a Strategy -- The Need to Ask "Why?" -- The Bandwagon Effect -- Unconscious Bias Is a Complex Issue: Defining Your Why -- Making the Decision to Answer Your Why -- Chapter 3 What Is Unconscious Bias? -- A Tool for Unconsious Bias -- Measuring Attitudes and Beliefs -- Using the Tool as a Conversation-Starter -- Bias Comes in All Colors -- Quick Decisions Lead to Bias -- Identify Bias to Make a Change -- Values Are a Vital Place to Start -- Finding My Why -- Finding Your Why -- Defining Values -- Feeling Uncomfortable Fosters Change -- Chapter 4 Leaders Lead Teams Who Trust -- Creating Comfort Through Pyschological Safety -- Encourage Open Communication -- What Happens When Dialogue Is Discouraged? -- Free Contribution Equals Success -- Trust Is Essential -- Create Group Norms to Foster Belonging -- Trust Is Essential -- Part 2 Alignment -- Chapter 5 Why Diversity? Why Now? -- Creating a Diverse Workforce -- Looking at Case Alignment -- Legal Case: Following the Laws -- Moral Case: Being Right Isn't Enough -- Business Case: The Bottom Line -- Demonstrate Desire to Change Through Transparency -- Chapter 6 Diversity Is in the Data -- Define What You're Measuring -- Three Forms of Data Collection -- Starting with Surveys -- Getting One-on-One Information through Interviews -- Feedback with Group Forums -- Taking Up Issues with Town Hall Meetings -- Analyzing the Data -- Company Culture Can Guide Data -- Chapter 7 Leaders Listen -- Listening Exercise -- Improve Employee Engagement -- Listen to Let Ideas Soar -- Microaggressions.
Microinequities -- Respond to Micromessages -- Part 3 Action -- Chapter 8 Leaders Take Action -- Affirmative Action -- Equity at Work -- Leadership Development -- Going Beyond What's on Paper -- Making Development Ongoing -- Establish Employee Resource Groups as a Resource to the Business -- Creation of a D&amp -- I Council -- Equity Tools That Work -- Assembly Bill No. 979 -- Chapter 9 Inclusion Is Intentional -- Being Open to New Possibilities -- Practice Openness -- Inclusion Counts If You're Included -- Connections Matter: Not Everyone Is the Same and That's Okay -- Inclusion Can Be Learned -- Actively Work Towards Inclusion -- Pepsi Falls Short with Ad -- Tokenism and Inclusion -- Chapter 10 Belonging Makes an Impact -- Belonging Is Vital to Performance and Well-Being -- How to Educate Employees -- Putting Bias Education into Motion -- An Example of Not Having All the Facts -- Perspective and Belonging -- How Do You Create Belonging at Work? -- How Do You Identify Belonging? -- Chapter 11 Unconscious Bias at Work -- The Most Qualified May Not Be the Right Candidate -- Setting Goals Equals Accountability -- The Need for Being Specific -- Watch for a Lack of Buy-In -- Recruiting and Hiring -- Workplace Culture Starts with Leaders -- Recruiters and Managers Working Together -- Job Descriptions -- Resume Blind Spots -- Candidate Name -- College Attended -- Prior Employer -- City of Residence -- Gaps in Experience -- Job Hopping -- Employee Referals -- Interviewing -- During the Interview -- Sample Questions to Ask -- Scoring and Evaluating -- Onboarding -- Chapter 12 Leaders See Color -- Choosing Anti-Racism -- Using Descriptors Over Labels -- Avoiding Race Is Not a Solution -- Addressing Labels -- Having Hard Conversations -- Allies Drive Change Forward -- Looking Back to Move Forward -- Focusing on Inclusion as an Ally -- Speak Up to Create Change.
Listening and Action -- Part 4 Advocacy -- Chapter 13 Driving Change -- Building Change -- Director of Diversity and Community -- Chief Diversity Officer -- Head of Belonging -- Looking at Accountability -- What an Effective CDO Does -- Be an Authentic Leader -- Creating a Role for Success -- Moving Past the Naysayers -- Sustaining Change -- Executive Summary -- About the Author -- Acknowledgments -- Index -- EULA.
List(s) this item appears in: Antiracism
Item type Current library Collection Shelving location Call number Copy number Status Date due Barcode
Ebook Ebook NMC Library
Ebook Central Online (Browse shelf (Opens below)) 1 Available online - NMC Login required 471293

Cover -- Titlepage -- Copyright Page -- Dedication -- Contents -- Introduction -- Chapter 1 The Blueprint -- The Framework of the Blueprint -- Awareness -- Alignment -- Action -- Advocacy -- Part 1 Awareness -- Chapter 2 Start with Unconscious Bias? -- Making Assumptions -- Unconscious Bias: Diversity and Incusion as a Strategy -- The Need to Ask "Why?" -- The Bandwagon Effect -- Unconscious Bias Is a Complex Issue: Defining Your Why -- Making the Decision to Answer Your Why -- Chapter 3 What Is Unconscious Bias? -- A Tool for Unconsious Bias -- Measuring Attitudes and Beliefs -- Using the Tool as a Conversation-Starter -- Bias Comes in All Colors -- Quick Decisions Lead to Bias -- Identify Bias to Make a Change -- Values Are a Vital Place to Start -- Finding My Why -- Finding Your Why -- Defining Values -- Feeling Uncomfortable Fosters Change -- Chapter 4 Leaders Lead Teams Who Trust -- Creating Comfort Through Pyschological Safety -- Encourage Open Communication -- What Happens When Dialogue Is Discouraged? -- Free Contribution Equals Success -- Trust Is Essential -- Create Group Norms to Foster Belonging -- Trust Is Essential -- Part 2 Alignment -- Chapter 5 Why Diversity? Why Now? -- Creating a Diverse Workforce -- Looking at Case Alignment -- Legal Case: Following the Laws -- Moral Case: Being Right Isn't Enough -- Business Case: The Bottom Line -- Demonstrate Desire to Change Through Transparency -- Chapter 6 Diversity Is in the Data -- Define What You're Measuring -- Three Forms of Data Collection -- Starting with Surveys -- Getting One-on-One Information through Interviews -- Feedback with Group Forums -- Taking Up Issues with Town Hall Meetings -- Analyzing the Data -- Company Culture Can Guide Data -- Chapter 7 Leaders Listen -- Listening Exercise -- Improve Employee Engagement -- Listen to Let Ideas Soar -- Microaggressions.

Microinequities -- Respond to Micromessages -- Part 3 Action -- Chapter 8 Leaders Take Action -- Affirmative Action -- Equity at Work -- Leadership Development -- Going Beyond What's on Paper -- Making Development Ongoing -- Establish Employee Resource Groups as a Resource to the Business -- Creation of a D&amp -- I Council -- Equity Tools That Work -- Assembly Bill No. 979 -- Chapter 9 Inclusion Is Intentional -- Being Open to New Possibilities -- Practice Openness -- Inclusion Counts If You're Included -- Connections Matter: Not Everyone Is the Same and That's Okay -- Inclusion Can Be Learned -- Actively Work Towards Inclusion -- Pepsi Falls Short with Ad -- Tokenism and Inclusion -- Chapter 10 Belonging Makes an Impact -- Belonging Is Vital to Performance and Well-Being -- How to Educate Employees -- Putting Bias Education into Motion -- An Example of Not Having All the Facts -- Perspective and Belonging -- How Do You Create Belonging at Work? -- How Do You Identify Belonging? -- Chapter 11 Unconscious Bias at Work -- The Most Qualified May Not Be the Right Candidate -- Setting Goals Equals Accountability -- The Need for Being Specific -- Watch for a Lack of Buy-In -- Recruiting and Hiring -- Workplace Culture Starts with Leaders -- Recruiters and Managers Working Together -- Job Descriptions -- Resume Blind Spots -- Candidate Name -- College Attended -- Prior Employer -- City of Residence -- Gaps in Experience -- Job Hopping -- Employee Referals -- Interviewing -- During the Interview -- Sample Questions to Ask -- Scoring and Evaluating -- Onboarding -- Chapter 12 Leaders See Color -- Choosing Anti-Racism -- Using Descriptors Over Labels -- Avoiding Race Is Not a Solution -- Addressing Labels -- Having Hard Conversations -- Allies Drive Change Forward -- Looking Back to Move Forward -- Focusing on Inclusion as an Ally -- Speak Up to Create Change.

Listening and Action -- Part 4 Advocacy -- Chapter 13 Driving Change -- Building Change -- Director of Diversity and Community -- Chief Diversity Officer -- Head of Belonging -- Looking at Accountability -- What an Effective CDO Does -- Be an Authentic Leader -- Creating a Role for Success -- Moving Past the Naysayers -- Sustaining Change -- Executive Summary -- About the Author -- Acknowledgments -- Index -- EULA.

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