What Are Unconscious Biases?

Unconscious biases are automatic mental shortcuts we use to make decisions quickly. Everyone has them. They are shaped by our background, experiences, and culture—and can influence how we see and treat others, often without realizing it.¹

Bias shows up not only in individual behavior but in institutional systems—in hiring policies, program eligibility criteria, and team norms.²

Structural Bias is when these unconscious assumptions are embedded into everyday systems, creating exclusionary norms and unequal access.

Why This Matters

Unconscious bias can shape everything from care planning and service delivery to team collaboration and hiring. It is critical to reflect on how bias may unintentionally affect professional decisions and interactions.

This guide helps cultivate fairness, empathy, and equity in all aspects of our work.

How Bias Affects Workplace Culture, Decisions, and Systems

1. Workplace Decisions

• Favouring familiar candidates over more qualified ones
• Assuming someone is disengaged based on quiet behaviour
• Judging competence based on disability or communication style

2. Organizational Culture

• Reinforcing unequal roles (ex., always asking junior women to take notes)
• Creating meeting spaces where only dominant voices are heard
• Making clients feel unseen or misunderstood due to cultural norms

3. Interpersonal Interactions

• Speaking slowly to people with cognitive disabilities
• Assuming older staff struggle with technology
• Reacting more positively to people who communicate in familiar ways

4. Systemic Bias in Programs

• Using intake forms that don’t reflect cultural norms or languages
• Following policies that restrict flexible scheduling, disproportionately impacting caregivers or people with disabilities

Bias is not just a personal blind spot. It becomes structural when it shapes how services are designed, who gets access, and whose voices count.

Common Types of Bias³

^{Affinity Bias} Definition: Favoring people similar to ourselves
Example in Practice: Hiring someone who reminds you of yourself 


^{Age Bias}Definition: Making assumptions based on age
Example in Practice: Thinking younger staff lack maturity


^{Disability Bias (ableism)}Definition: Judging based on disability
Example in Practice: Assuming someone with a mobility aid can’t lead a project


^{Confirmation Bias}Definition: Seeking info that confirms what we already believe
Example in Practice: Noticing only an employee’s challenges, not their strengths


^{Gender Bias}

Definition: Expecting roles based on gender
Example in Practice: Asking women to take notes in meetings


^{Racial/Ethnic Bias}

Definition: Making assumptions based on race or culture
Example in Practice: Assuming a newcomer employee won’t understand a task or be able to fill in certain roles


^{Socioeconomic Bias (Elitism)}

Definition: Judging based on income, education, or dress
Example in Practice: Assuming someone in casual clothes isn’t serious


^{Name/Accent Bias} Definition: Judging based on how someone speaks
Example in Practice: Assuming someone is less competent due to an accent


^{Appearance Bias}

Definition: Linking looks to professionalism
Example in Practice: Trusting someone more because they look “polished”


^{Halo Effect}

Definition: One positive trait affects total judgment
Example in Practice: Assuming someone is capable just because they’re confident


^{Horn Effect}

Definition: One negative trait overshadows strengths
Example in Practice: Disregarding input due to a quirk or past error


^{Internalized Bias}

Definition: When individuals from underrepresented groups begin to believe dominant stereotypes about their own identities
Example in Practice: A woman hesitates to apply for a leadership role because she subconsciously believes men are naturally better at strategic thinking.

Interactive Self-Reflection Scenarios

Scenario 1: “Gut Feeling” in Hiring

You prefer a candidate with a background like yours. Ask yourself:

• Am I favoring familiarity over potential?
• What objective criteria am I using to make my decision?

Scenario 2: Collaborating Across Cultures


You assume a team member from a different cultural background is disengaged. Ask yourself:

• Have I considered cultural norms around communication, decision-making, or time?
Have I reflected on how past experiences with exclusion or systemic bias might shape their engagement?
• Have I asked about their preferred ways of collaborating?

Scenario 3: Team Meeting Dynamics

The same few people dominate. Ask yourself:

• What meeting norms favour dominant voices?
  • Example: Open-floor discussions without structured turns or time limits may benefit more outspoken or senior team members.
• How can I create space for others?

Scenario 4: Disability and Expectations

You assume a potential hire will always need support. Ask yourself:

• What strengths and goals have I overlooked?
• Am I providing the right tools, opportunities, and encouragement for them to grow in their role?

Scenario 5: Employee Engagement Assumptions

You assume a new employee won’t be involved in the team dynamics because of their culture. Ask yourself:

• Am I basing this on facts or assumptions?
• Have I opened space for their input?

Unconscious bias isn’t about blame, it’s about awareness. When we recognize how bias influences decisions, culture, and systems, we create space for more inclusive, respectful, and equitable environments. This tool is just a starting point. Use the self-reflection scenarios regularly, talk about them with your team, and revisit them as your understanding deepens.

Small shifts in awareness can lead to meaningful change - for colleagues, clients, and communities alike.