Managing Bias:Uncovering Blindspots in the Practice of Law

JUDITH WELCH WEGNERBurton Craige Professor of Law Emerita & Dean EmeritaUNC School of Law

ADA K. WILSONDirector, Inclusive Student ExcellenceUniversity of North Carolina at Chapel Hill

KELLY PODGER SMITHAssociate Dean, UNC School of Law

MICHAEL GLENN MORRISON, IIUniversity of Alabama School of LawClass of 2019

North Carolina Association of Defense AttorneysWinter Workshop | January 27, 2017

If you asked me to name the greatest discoveries of the past 50 years . . . I would include the discovery of unconscious biases and the extent to which stereotypes . . . deprive people of equal opportunity in the workplace and equal justice in society. ~ Dr. Nancy Hopkins

DEFINING IMPLICIT BIAS

IMPLICIT BIAS IN ACTION

IMPACTS ON THE PROFESSION

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Expectations

Confidentiality Take a break Speak from your own experiences/ Use “I” statements Pipe-Up/Pipe-Down Lean into discomfort Challenge by choice

“Implicit bias is nothing more than known beliefs people choose not to tell others.”

MYTH

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Cultural Groups and Intervening

What are your cultural groups?

Think about a time when you experienced or observed a conflict involving cultural or personal identity: (a) what

happened; (b) what did you do or decide not to do in response; (c) how satisfied were you with the results?

MYTH“I am not biased;

I have diverse friends and I believe in equal treatment.”

African American

Former Athlete

SouthernWoman

Attorney

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Defining Implicit Bias

Schemas

Mental shortcuts that allow us to quickly, and automatically organize

and categorize information

Implicit Cognition

Unconscious or automatic thought

processes that reflect experiences, learning, or

attitudesExplicit Bias

Attitudes or beliefs that we have on a

conscious level

Stereotypes

Traits we associate with a social or

cultural category

MYTH“Implicit bias is nothing more than stereotyping.”1/27/2017

Implicit Cognition/Bias: Theoretical Basis

1. Brain processes: “thinking” = fast (automatically with intuition) AND slow (reflectively with rationality) (see brain sector diagram)• “Slow” takes effort & energy, so where possible/appropriate brain uses “slow”• “Fast”

• Relies on heuristics (practical but imperfect shortcuts) that are unconscious and based on experience, attitudes, assumptions

• But heuristics also incorporate unconscious biases (e.g. “anchoring effect,” stories not statistics, confirmation bias, many more)

• Some sources: Daniel Kahneman: Thinking Fast and Slow; Malcolm Gladwell: Blink

2. Unconscious assumptions can be surfaced: Implicit Association Test3. Once surfaced, unconscious assumptions can be explored/changed

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The Science

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Implicit Bias in Action: Stroop Test

MYTH“I’m Black; I can’t have biasagainst Black people. I’m also a woman, so it does not make sense that I would have implicit biases against my own sex.”

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Implicit Bias in Action: Implicit Association Test

InstructionsPull out an electronic device (phone, tablet, laptop) – If you do not

have an electronic device inform your facilitator, now

Visit: https://implicit.harvard.edu/implicit/takeatest.html

Choose one test to take, we recommend the race-based test

Complete the preliminary questionnaire

Take the assessment1/27/2017

How do you feel about your results?

Was the assessment challenging?

How can you use this in your practice?

How can you use this in your daily life?

Have you encountered this scenario in your practice?

Discuss

Small Group Discussion

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0

0.5

1

1.5

2

2.5

3

3.5

Perc

enta

ge o

f US

Part

ners

Year

AsianBlack/African-AmericanHispanic

Partners - % Represented in US Law Firms (by race)

2017 NALP Report on Diversity

Charlotte – 6.15%

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Associates - % Represented in US Law Firms (by race)

2017 NALP Report on Diversity

0

2

4

6

8

10

12

AsianBlack/African-AmericanHispanic

Charlotte – 13.91%

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Debiasing StrategiesExamine Personal Biases

Take multiple IATs Obtain feedback from

clients

Practice Mindfulness Utilize the PAUSE

technique Pay attention Acknowledge Understand Search Execute

Take detailed notes and articulate reasoning for decisions

Debiasing StrategiesActively seek counter stereotypes

Attend new cultural events

Identify new sources for news and entertainment

Remain aware of representation and measurement tools

Set consistent benchmarks and standards

Assess the climate of your organization

Identify areas where there can be stronger representation (i.e. photos of attorneys of color in your office)

Establish and maintain organizational standards

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Questions, Comments, Next Steps

REVIEW DEBIASING STRATEGIES

REVIEW RESOURCE DATABASE

Examine personal biases – take more IATs Practice mindfulness Actively seek counter stereotypes Use assessment tools

Review NALP data: are there trends that are prevalent in your office? Review bias myths Identify at least two resources to read

Presentation adapted from the American Bar AssociationAmerican Bar Association, ABA Criminal Justice Section et al., BUILDING COMMUNITY TRUST: IMPROVING CROSS‐CULTURAL COMMUNICATION IN THE CRIMINAL JUSTICE SYSTEM, Chapter 3, available at http://www.americanbar.org/groups/criminal_justice/pages/buildingcommunity.html.

CONTINUE THE DIALOGUEMsWilsonJD, liVe Morrison

judith_Wegner@unc.edu • adaw@email.unc.edu• michael.morrison@law.ua.edu • podger@email.unc.edu

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