►
From YouTube: L&D Live Learning: Recognizing Bias
Description
On 2020-06-24 we had three sessions for our Recognizing Bias course. This recording is of the second session and contains the content covered by Candace Byrdsong Williams - Diversity & Inclusion Manager, Josh Zimmerman - Learning & Development Partner, and Jacie Bandur - Learning & Development Generalist.
GitLab is hosting a Diversity, Inclusion, & Belonging Fireside Chat for Team Members to attend on 2020-06-30.
A
Well,
today
we
have
the
recognizing
bias
session:
I
am
JC
and
I'm
on
the
learning
and
development
team,
so
I
will
be
the
host
for
today's
call.
Candice
is
our
diversity
and
inclusion
manager,
so
she'll
be
going
through
some
of
the
content
and
Josh
on
our
learning
and
development
team
will
be
going
through
some
of
the
content
as
well.
A
Before
we
jump
and
get
jump
in
and
get
started.
I
would
really
appreciate
if
everyone
could
either
close
out
slack
or
mute
slack
just
to
limit
distractions,
as
well
as
background
programs
that
might
be
competing
for
either
your
bandwidth
or
your
attention
and
there's
some
really
great
content
today.
So
I
just
want
to
make
sure
that
you
get
as
much
as
possible
and
also
be
prepared
to
collaborate.
We
will
have
some
breakout
sessions,
so
we
want
you
to
be
able
to
participate
in
those
as
well.
A
So
what
you
can
expect
out
of
this
session
today
is
we'll
go
over
the
definition
of
unconscious
bias,
different
types
of
biases
and
also
how
to
recognize
and
imbibe
eius
so
getting
started.
We
have
a
question
mentee,
so
you
can
either
use
this
link
or
go
to
mentee
comm
and
enter
the
code.
Nine,
nine,
seven,
four
zero.
Two!
This
link
is
also
in
the
agenda.
So
if
you
go
there,
you
could
just
click
on
it
and
it
will
open
a
tab.
A
I
know,
I
just
told
you
to
close
everything
and
now
I'm
telling
you
to
open
something.
So
sorry
about
that,
but
this
is
an
interactive
part
of
our
session.
So
the
question
is:
when
you
think
of
bias,
what
one
word
do
you
think
of
and
all
your
answers
are
completely
anonymous,
not
tied
to
your
name
or
anything
like
that,
and
it
will
just
populate
kind
of
a
word
cloud
here
on
what
your
thoughts
are.
B
A
C
Everyone
thank
you
so
much
for
taking
the
time
to
attend
when
we
think
about
bias.
There
are
some
automatic
things
that
can
kind
of
go
into
our
mind.
There's
so
many
kind
of
understood
or
heard
things,
and
so
basically
what
bias
is
is
basically
a
prejudice
is
in
favor
of
against
one
thing:
it
could
be
a
person,
it
could
be
a
group,
but
it's
that
it's
that
ability
that
you
know
you
just
just
kind
of
don't
go
in
the
direction
is
considered
to
be
very
unfair
and
there
also
is
another
element
to
it.
C
We
think
about
unconscious
bias,
so
unconscious
bias
is
the
space
and
where
is
kind
of
context
close
with
it,
you
unconsciously
do
it.
So
if
it's
not,
this
also
referred
to
as
implicit
biases.
So
it's
that
portion
of
your
brain,
where
you
kind
of
just
are
in
autopilot
or
experiences,
have
formally
you
to
feel
a
certain
way
and
you
unconsciously
kind
of
treat
people
and
then
it
affects
how
you
treat
them
and
how
you
engage
with
them
or
a
person
or
group.
C
You're,
probably
thinking
why
does
this
matter?
Why
does
it
matter
to
get
laughs?
Why
does
uncovering
but
unconscious
bias
matter
it
matters,
because
it
affects
the
bottom
line
of
all
the
things
that
we
do
here:
I
get
laughs,
whether
that
is
you
know
the
influences
on
other
team
members
how
we
interact
with
them,
whether
that
be
the
retention,
our
talent
attraction,
how
we
work
with
the
community
outside
of
gitlab
decisions
and
hiring,
and
so
because
of
all
these
things,
it's
very
important
that
we
understand
how
to
recognize
bias.
C
I'm
going
to
go
through
a
few
common
types
of
bias
and
give
a
few
examples:
I
won't
spend
a
lot
of
time
on
it
so
that
we
can
have
time
to
do
our
breakout
sessions.
You
know
our
call
has
been
very
close
to
going
over
each
time,
so
I
want
to
make
sure
that
I
allow
for
that.
This
list
is
not
exhaustive,
so
please
know
that
you'll
find
many
other
kinds.
If
you
do
your
own
research,
one
of
the
first
ones
is
very
common-
is
affinity
bias.
C
This
is
a
bias
where
you
kind
of
gravitate
towards
someone
who
shares
similar
experiences,
interests
interests
or
these
people
that
look
like
you,
you
ever
notice
when
you
go
off
to
college
or
school
or
if
you
didn't
in
whatever
that
might
be.
You
kind
of
gravitate
to
the
familiar
again
just
like
any
bias
is
something
that
has
grown
within
us.
C
C
Authority
bias
is
not
one,
that's
spoken
of
a
lot,
but
it's
one
that
we
really
do
kind
of
focus
on.
Is
that
tendency
to
attribute
greater
authority
to
someone
of
authority
on
whether
they
have
it
or
not?
It
could
be
someone
of
fame
power
positions,
and
you
know
again:
it
doesn't
mean
that
they
actually
have
to
have
it.
It's
just
that
we
automatically
give
it
to.
C
Conforming
bias
is
a
big
piece
of
what
we
see
a
lot
in
recruiting
or
team
meetings
projects
and
instead,
basically,
the
transfer
of
what
we
look
like
is
peer
pressure.
So
if
there
is
a
group
and
we're
talking
about
hiring
someone-
and
you
know,
one
side
of
the
group
has
a
definite
opinion.
This
person
is
really
great
for
this
role,
whereas
in
those
that
you
know
other
group
which
is
Everest-
and
so
is
someone
wants
to
conform
and
agree
with
the
majority.
C
So
is
that
that
way
that
we
tend
to
agree
with
the
majority,
regardless
of
we
have
our
own
beliefs
or
that
we
just
go
with
the
majority
contrast
effect.
We
think
about
this
one
when
we
think
about
promoting
and
demoting
someone
after
a
single
comparison,
I
think
this
is
a
great
one.
We
should
pay
attention
to
and
I'll
not
just
get
lab,
but
every
company
when
we
think
about
someone
that
did
the
role
before
or
someone
you
work
with
before.
This
is
one
that
shows
up
a
lot
because
you
automatically
compare
that
person.
C
You
might
not
always
give
them
the
benefit
to
say
this
person
could
do
better
than
the
last
person
this
person
could
do
just
as
well,
but
you
automatically
comparing
them,
because
that
last
person
may
have
less
such
a
great
image
or
impact
with
you.
So
the
contrast
effect
bias
piece
is
one
that
we
really
need
to
pay
close
attention
to,
as
we
fairly
want
to
judge
and
each
other
in
the
work
that
we
do
here
give
gender.
This
is,
of
course,
a
common
one
as
well.
We
tend
to
prefer
one
gender
over
another.
C
C
You
were
that
short
and
this
could
be
applied
to
height
and
weight
as
well,
but
it's
the
dimensional
ability
to
be
able
to
all
of
a
sudden
unconsciously
may
feel
like
you're
treating
someone
different
once
you
understand
how
they're
built
those
things
really
change
them
times.
Unfortunately,
and
lastly,
again,
this
list
is
not
exhaustive,
but
is
meant
to
just
say
some
common
types
is
the
perception
bias.
C
C
Yes,
this
is
definitely.
This
is
what
this
is.
It's
the
stereotyping.
So
it's
that
part
sit
where
you
again.
Someone
may
decide
you
know
I'm
reacting
to
what
my
experiences
are,
but
this
may
not
really
be
what
it
is,
so
the
reality
could
be
totally
different,
even
if
we
want
to
use
I
hate
to
give
away
the
breakout
session.
But
if
we
want
to,
you
know,
have
responses
and
how
we,
you
know
right
things
and
issues,
and
you
know
really
it's
not
that
particular
issue.
C
C
Thank
you
for
that
call-out
joy.
So
a
lot
of
what
you
see
in
here
is
perception.
Some
of
it
is
reality,
some
of
it
isn't,
but
it's
all
the
ability
to
be
able
to
recognize
and
so
perception
kind
of
lays
it
layer
on
all
of
those
and
when
you
go
through
the
breakout
sessions
in
a
minute,
you'll
see
that
a
lot
of
these
kind
of
comes
together.
C
Where
you
might
see
conformity,
you
might
see
Authority
in
there
you
might
see
ages
and
then
some
of
those
kind
of
layered
on
top
of
each
other
and
that's
the
thing
about
bias-
is
the
ability
to
be
able
to
recognize
that
there
are
so
many
kinds
and
there's
so
many
terms
to
be
used
at
the
end
of
the
day.
It's
all
event
experiences
that
you've
had.
They
have
formed
your
biases
and
who
you
are
I,
don't
think
the
next
slide.
A
B
F
A
C
Home,
do
these
pretty
quickly
and
then
Josh
will
follow.
We're
gonna
talk
me
about
tips
recognizing
and
avoiding
bias.
It's
good
to
know
that
understand
that
we
all
have
biases.
When
you
are
born
into
this
world,
you
haven't
had
an
opportunity
to
really
understand
seek
other
same
things.
You
gravitate
maybe
toward
smiles
and
things
that
feel
positive.
As
we
get
older,
we
really
start
learning
and
having
those
things
that
come
within
us
which
determine
our
biases.
So
it's
good
to
understand.
We
all
have
them.
C
The
part
about
what
you
know
we
really
want
to
focus
on
and
recognizing
is
determine
what
your
biases
are
again
the
list
that
was
provided
today.
It's
not
exhaustive.
We
have
a
tool
internally,
four
page
board,
but
also
there
are
other
tools
that
are
out
there.
There
are
other
research,
that's
out
there
to
determine
and
to
think
about
what
your
biases
are,
and
a
big
portion
of
this
is
when
you
see
it
block
it.
This
is
that
part
where
we
have
in
our
handbook.
C
You
know
to
you
know,
fill
in
power
to
speak
up,
fill
in
power
to
speak
up
to
you
know
when
you're
noticing,
in
a
team
environment
when
you're
having
a
one-on-one
conversation
when
you
notice
these
things
have
a
conversation
with
art
with
your
team
number
and
when
you
recognize
it
and
you
see
it
like
it
and
also
be
okay
with
having
an
opinion
different
from
the
group.
A
lot
of
what
we
sometimes
see
would
come
for
me
as
I
mentioned
earlier.
C
Is
someone
not
feeling,
okay
to
speak
against
the
group,
for
whatever
reason
that
might
be,
regardless
of
how
strong
they
feel
so
be?
Okay,
with
having
a
different
opinion,
be
wary
of
first
impressions.
This
is
a
huge
one
and
recognizing
and
avoiding
bias,
because
we
tend
to
have
a
tendency
to
see
someone
at
face
value,
whether
it
be
over
zoom
and
say:
oh,
that's,
a
nice
person.
You
know,
speaking
of
another
bias
that
halo
effect.
C
They
are
just
so
nice
and
you
know,
but
you
have
to
be
wary
of
that,
because
that
first
impression
is
not
the
only
impression
there's
several
more
encounters
with
the
individuals.
So
don't
like
the
first
impression,
be
one
that
you
know
keeps
you
on
different
paths
being
able
to
understand
that
do
research
as
I've
advised
early
on
stereotypes
understand
what
types
are
out
there,
whether
they
be
from
a
global
perspective,
race,
gender,
do
the
research.
C
It's
also
you
know
if
you
feel
comfortable
in
a
vulnerable
state
where
you
can
have
other
conversations
with
team
members
also
engage
in
those
conversations,
be
comfortable
being
uncomfortable
when
working
globally.
It's
important
to
understand
that
your
perception
of
bias
may
be
simply
just
literally
a
lack
of
understanding
of
cultural
differences.
As
an
example,
there
have
been
times
where
someone
may
perceive
someone
as
being
very
standoff
where
they
don't
want
to
engage,
and
that
might
just
be
a
cultural
thing,
and
sometimes
people
are
tend
to
be.
C
You
know
fast,
Hawker,
Stoppers
or
wordy,
and
that
might
just
be
a
regional
thing
as
well,
but
in
their
in
their
area,
so
be
wary
of
cultural
differences
and
understand
those
and
again
not.
Lastly,
but
this
is
one
of
the
tips
to
help
is
when
you're,
making
critical
business
decisions
here
at
get
lab
or
anywhere
else.
You
want
to
broaden
your
perspective.
G
Thanks
Candace,
so
really
quick.
You
know
we
talked
a
lot
about
managing
unconscious
bias
and
what
that
really
looks
like
I
wanted
to
just
introduce
you
all
to
the
Space
two
model
of
inclusion.
This
is
a
really
great
way
if
you
find
yourself
in
a
situation
where
you
recognize
that
you
are
applying
unconscious
bias,
you
can
use
the
model
to
really
self
reflect
and
create
self
awareness,
and
it
really
starts
with
you
know,
slowing
down,
you
know,
being
mindful
and
considered
in
your
response
to
others.
Put
yourself
in
the
other
person's
shoes
and
be
empathetic.
G
I
mean
I.
Think
empathy
is
a
thread
to
managing
your
bias
and
then
really
asking
yourself
questions
to
challenge
your
assumptions.
It's
it's
also.
You
know
really
important
I
get
lab
to
keep
a
frame
of
cultural
intelligence
when
you're
interacting
with
others.
You
know
we
work
with
teams
all
across
the
globe.
You
know
there
are
cultural
nuances
that
we
should
all
be
aware
of,
and
then
exemplar
is,
you
know,
think
of
counter
of
stereotypical
individuals
in
your
life.
They
maybe
don't
fit
the
mold
of
stereotypes.
G
G
So
next
slide
there
Jason
yeah,
and
so
you
know,
we've
taken
the
the
space
to
model
and
applied
it
to
a
sample
scenario
that
may
occur
or
may
not
get
lab,
but
you
know
we
outlined
us
to
really
use
as
a
frame
of
reference.
So
when
we
go
to
the
breakout
activities
reflect
back
on
this
and
check
it
out
of
how
to
apply
the
space
to
model
in
an
actual
unconscious
bias
situation.
G
All
right.
So
now
is
the
fun
part.
We're
going
to
divide
everybody
up
into
groups
of
five
we'll
do
this
via
zoom.
It's
not
much!
You
have
to
do
on
your
end
and
you
will
pick
one
of
the
four
scenarios
on
the
following
slide.
Talk
about
it
amongst
your
team.
You
know
talk
about
being
an
ally
in
the
situation
and
talk
about
applying
the
space
to
model
and
then
be
prepared
for
somebody
on
the
team
to
come
back
and
share
it
as
a
group
person,
fun
discussion,
okay,.
C
H
Can
go,
we
didn't
pick
one
but
all
volunteer.
We,
we
chose
the
height
bias
and
we
had
some
good
discussion
around
feelings.
Around
height
there
were
six
of
us
on
the
call
and
five
of
us
identified
as
tall
and
the
other
medium,
so
we
were
able
to
go
from
the
top
perspective,
but
basically
we
were
talking
about
it
that
protect.
H
H
He
may
have
because
he's
tall
there's
that
might
may
be
a
CEO
or
had
a
leg
up
and
being
a
CEO
for
being
tall,
because
there
was
bias
there
that
in
height-
and
then
Haley
mentioned
that
she's
average
in
height
and
doesn't
get
comments
either
way,
and
she
thinks
there
might
be
a
height
sorry,
a
reaction
to
someone
being
a
different
height
that
runs
counter
to
your
expectations.
I.
C
I
There's
also
some
conversation
around
the
medium
that
you
choose
tab
with
those
conversations.
So
it's
a
lot
easier
to
not
assume
positive
intent
when
you're
reading
a
text
message
and
that
things
are
aren't
going
well
in
issue
comments.
For
example,
switching
to
a
synchronous,
zoom
call
might
be
a
good
way
to
resolve
something
like
that.
Nine
out
of
ten
times.
I
I
But
then
we
had
a
more
conversation
about
the
other
side
of
that
seeing
people
kind
of
weaponized
the
handbook
in
certain
situations
where
they're
using
it
to
defend
their
attitude
or
their
their
comments
as
well.
So
yeah,
it's
important
to
provide
the
context
and
be
open
to
layered
conversations
and
one-on-one
conversations
in
order
to
overcome
that.
C
Thank
you
for
that.
Ricky
I
think
the
biggest
piece
is,
you
know
using
the
handbook,
as
well
as
a
weapon
to
defend
what
you're
saying,
but
you
know
at
the
end
of
the
day,
as
long
as
we
have
we're
able
to
recognize
what
our
biases
are
and
we're
all
doing,
the
efforts
and
the
work
to
really
combat
that
I
think
that's
important
thing
is
so
thank
you
so
much
for
summarizing
it
Group
three.
J
So
we
touched
on
both
kind
of
the
unconscious
bias
based
on
a
title
in
an
organization
and
the
height
bias.
So
we
talked
about
how,
at
times
you
can
have
a
bias
based
on
how
you're
to
how
you're
supposed
to
be
targeting
somebody
if
they're
a
CEO,
CTO
CRO,
you
may
have
preconceived
notions
about
that
person
and
how
they're
going
to
be
receptive
to
you
or
not
receptive
to
you
just
based
on
their
title
alone,
without
giving
them
a
fair
shake.
As
a
person,
we
also
touched
on
the
height
bias.
J
Moses
had
shared
that
he
had
a
co-worker
who
was
seven
feet
tall
and
every
meeting
that
he
went
into
it
was
just
it
was
always
commented
on,
and
people
would
say,
wow.
You
know
you're
seven
feet
and
he
would
jokingly
say
he's
six
foot
11,
but
we
talked
about
how
you
should
really
try
to
put
yourself
being
empathetic
and
putting
yourself
in
their
shoes
to
think
how
many
times
has
he
probably
heard
the
same
tired
jokes?
J
How
many
times
does
he
probably
heard
how's
the
weather
up
there
and
you
know
just
being
empathetic
and
thinking
that?
That's
probably
be
the
best
way
to
form
a
relationship
with
somebody
is
to
call
out
something
that
number
one.
They
can't
help
I
mean
they
were
just
blessed
with
it
or
cursed
with
it
at
birth
and
number
two.
They
probably
heard
every
joke.
You
have
a
million
times
in
the
past.
J
I
gave
an
example
on
my
height
bias
that
I've
seen
I
worked
for
a
VP
who
was
probably
five
foot
four
I'm,
five,
nine
with
heels
I
can
be
six
feet
tall
and
every
time
I'd
see
him.
He
would
make
a
comments
on
it.
Sometimes
it
was
joking
and
it
was
often
times
in
front
of
a
lot
of
other
people,
and
it
really
wasn't
something
that
again
that
you
need
to
hear
again
and
again:
I
was
made
fun
of
it
when
I
would
for
it.
J
K
K
The
sales
person,
then
he's
probably
thoughts
thinking
you
said
specifically,
but
a
CEO
may
say
I've
got
so
many
things
going
on
like
I.
You
know,
may
push
that
aside,
because
it's
sales
right,
so
it's
it's.
You
see
both
sides
of
it.
It's
it's
really
interesting.
It
stood
out
to
me.
Can
this
when
you
said
that
because
I've
never
heard
title
bias
like
that,
so
that.
C
Happens,
it
happens
quite
a
bit
and
I'm
so
glad
that
you
know
you
were
able
to
flew
instead
and
you
that
I
don't
want
to
hold
a
time
but
I'm
interested
just
if
you
could
elaborate
for
just
one
quick.
Second,
do
you
feel
like
Hite,
plays
a
role
in
success
in
sales,
since
that
was
the
subject?
Do
you
think
that
plays
a
role
in
success
now
that
we're
remote
we're
a
remote
company?
Not
all
companies
are,
but
do
you
think
that
plays
our
role
with
it.
E
J
B
D
M
I'll
speak
up
for
that
to
some
quick
notes.
We
had
the
ageism
one,
and
you
know
this
quick
reactions
to
it
from
these
people
into,
must
ask
the
team
of
it,
since
this
was
a
question
directly
that
the
younger
individual
Satan.
Would
they
like
to
work
on
it
that
the
team
could
turn
that
around
the
table
is.
M
Team
a
chance
to
speak
up.
Another
note
was
that
sometimes
we
can
feel
like
in
the
pressure
of
a
meeting
that
the
we
use
the
bias
as
a
shortcut
of
oh.
That
seems
like
a
quick
solution
to
this
problem,
and
everybody
just
agrees
to
it
so
making
sure
we're
aware
that
we're
not
just
trying
to
shortcut
and
find
a
quick
solution
to
a
problem,
and
then
there
was
a
little
bit
of
depending
on
the
temperature
of
the
team.
If
this
is
a
team,
that's
worked
together
for
a
long
time
and.
M
Got
a
reasonable
level
of
candor
cohesion
I.
Think
it's
okay
to
directly
challenge
that
you
know.
Why
did
you
ask
that
question?
Do
you
think
we're
biasing
towards
that
younger
person?
For
a
reason,
if
it's
a
team,
that's
been
you
not
work
together
as
much?
Maybe
that's
a
better
place
to
take
that
one
to
one
when
you
know
this
up
is
and
address
it
directly
and
give
be
back
after
the
facts,
I
think
there's
a
little
bit
of
knowledge
of
your
team
and
how
you
work
together
depending
on
whether
or
not
you
could
directly
challenge.
M
Why
are
we
asking
that
question
and
then
a
last
point
was
also
just
for
team
ride
shows
and
other
things
record.
That
decision
may
be
not
a
decision
that
you're
picking
the
youngest
person,
but
if
you
record
that
decision,
we
can
look
back
on
our
pattern
of
decisions
and
see
if
we
were
continuing
to
exhibit
that
bias
and
in.
E
Hi
yeah,
we
took
scenarios
see
the
affinity
bias,
which
is
the
hiring
a
manager
saying
this
person
reminded
them
of
themselves
at
that
point
in
the
career,
and
so
they
really
liked
them.
And
so
a
couple
people
chose
this
because
they
had
seen
it
in
other
jobs.
Recently
I'm,
not
here
at
gate
lab
but
had
seen
it
come
up
in
their
careers
or
saw
a
tendency
for
this
kind
of
thing
and
Matt
talked
about
the
fact
that
it's
you
know
it's
often
a
used
or
masked
with
the
idea
of
well.
E
They
fit
better
in
the
culture,
and
we
talked
about
the
fact
that
CID
is
often
seen
talking
about
the
fact
that
we're
not
about
cultures
or
about
our
values,
and
so
he
talked
about
a
better
thing
to
do-
is
to
align
to
a
value
rather
than
to
a
perceived
culture
of
a
team
or
an
organization
or
group,
and
being
able
to
go
back
to
two
values.
As
matt
said
you
know,
can
can
they
have
results,
because
that's
what
our
team
needs
most
and
being
able
to
change
the
fit?
And
we
talked
about
that
coming
up.
E
Cindy
also
talked
about
a
way
to
work
with
it
is
to
to
slow
everything
down
and
ask
a
lot
of
questions.
So
it
may
be
that
that
person
really
is
the
best
fit.
But
if
somebody
says
something
like
that,
it's
a
good
time
to
pull
back
slow
down
and
ask
some
questions
about.
Are
they
really
a
good
fit
for
the
values
of
the
things
we're
hiring
for,
or
are
we
leaning
into
some
affinity
bias
and
liking
them?
So
that's
what
we
came
up
with
I
love.
N
A
group
six,
we
also
did
the
height
bias
just
to
fill
in
a
little
color.
For
what
has
already
been
talked
about.
What
aspect
we
discussed
was:
we
may
not
possess
that
bias,
but
the
other
individual
might
feel
defensive
or
might
feel
others
have
and
I
think
it
was
brought
up
earlier
by
the
woman
who
talked
about
being
tall
and
being
teased
about
that.
So,
if
someone
were
to
make
a
comment,
even
though
they
don't
have
that
bias,
they
might
feel
they
may
feel
defensive.
So
it's
important
that
we
control
our
emotions
without
that.
N
Let's
not
comment
to
that.
Let's
be
apathetic
that
they
may
have
a
feeling
about
that
and
if
one
individual
talked
about
feeling
in
some
situations
where
they
were
surrounded
by
a
bunch
of
call
people-
and
it
just
was
a
little
intimidating-
so
let's
be
empathetic
and
think
about,
can
we
make
the
communication
style
more
empathetic?
And
today
you
want
to
go
grab
a
seat
and
talk
about
this
or
you
know
just
be
conscious
that
that
Delta
might
have
a
negative
impact
on
the
other
person
like.
C
F
Everybody
yeah
I
got
nominated
again
to
do
the
reading
for
this
group.
It
seems
like
a
pattern
for
me,
so
we
had
an
interesting
discussion.
We
were
really
sort
of
trying
to
work
out
how
best
to
address
it.
We
went
to
the
space
to
model
and
sort
of
in
the
context
of
how
many
Serie
A
excuse
me.
I
should
have
said
that
to
come,
which
is
the
perception
bias
in
the
context
of
slowing
down.
F
We
felt
like
it
was
worthwhile,
considering,
particularly
in
a
written
form
that
it
can
be
difficult
to
understand
people's
intent.
It
can
be
hard
to
understand
some
cultural
backgrounds
of
people
and
how
they
might
impact
their
communication
styles
and
how
they
received
certain
communication
and
sort
of
identify
in
ways.
We
might
consider
those
things
in
being
apathetic
towards
that
person
in
responding
to
them.
I.
Think
someone
said
earlier
that
you
know
asking
a
lot
of
questions
is
really
helpful.
That's
something
I
just
need
to
checked
in
here,
because
that
was
really
I
thought.
B
Speaking
for
group
a
we
chose,
the
hype,
I
hide
bias
as
well
as
to
be
really
popular,
one,
which
is
interesting.
I
shared
an
anecdote
from
her
Cape
Town
Summit.
A
couple
of
years
ago
now,
where
I
met
leader,
Idealab
I,
had
worked
with
probably
about
nine
months,
met
them
in
person
for
the
first
time,
and
they
were
far
shorter
than
I
than
I
would
have
guessed,
probably
over
a
foot
and
night
difference
and
I.
B
Don't
think
I
had
noticed
that,
because
you
know
we
were
always
I
die
on
blood
camps
working
remote
and
later
at
the
happy
hour,
I
found
myself
coming
for
a
five-person
group
with
them
and
I
noticed
that
in
real
suppose,
six
feet
tall
you're
all
talking
just
kind
of
like
I
I.
This
person
was
literally
under
the
radar
that
makes
sense
and
I
also
noticed
that
that
person
was
kind
of
like
topics
would
come
up.
B
That
I
happen
to
know
they
were
an
expert
in
and
they
weren't
getting
heard
and
they
weren't
even
offerings
big
dose
or
threads
on
that
same
topic,
and
so
there
may
have
been
some
of
that
kind
of
self-censorship
sort
of
thing
going
on
and
some
of
my
groupmates
shared
and
I
just
what
people
they
had
known
they're
on
the
shorter
side
of
past
companies,
choosing
a
de
made
a
big
name
for
themselves
or
being
self-effacing
or
self-conscious
about
things.
So
there
is
there.
O
B
To
be
an
ally
so
and
I
tried
to
make
sure
I
was
conscious
of
looking
for
me
downward
at
that
person.
When
they,
you
know,
everyone
saw
there's
a
break
in
the
conversation.
People
throw
a
little
ideas
and
comments
as
soon
as
it's
the
loudest
person
or
the
tallest
person
gets
heard.
This
person's
ideas
weren't
getting
heard
so
I,
try
to
like
ask
them
to
repeat
it
so
that
they
could
say
it
again,
and
sometimes
that
would
help
a
little
bit.
B
Can
I
try
some
other
they're,
certainly
kind
of
allied
type
techniques
there
extended
that
person
get
hurt.
That
was
a
very
conscious
process
for
me,
but
it
made
me
aware
that
there's
probably
extremely
powerful
unconscious
bias
tonight
and
Jessica
mentioned
presidents
earlier
I.
Believe
the
statistic
is:
we've
actually
elected
the
taller
candidate
every
single
year,
every
every
election
year
since
1960,
when
we
started
televising
the
debates,
nixon
committee,
which
is
not
a
great
way
to
pick
leaders
so
I-
think
there's
really
school
to
that.
B
C
So
much
for
that
and
I
know
that
we
have
two
minutes
left
and
so
state.
My
apologies
for
trying
to
make
this
a
speedy
meeting.
But
if
we
can
have
one
of
the
two
groups,
nine
and
ten
to
speak
up,
we
might
not.
We
don't
honestly
have
time
for
community,
but
just
have
a
quick
summary
of
what
she
discussed.
P
Yeah
group,
nine,
we
took
the
if
any
bias,
and
basically
we
talked
a
lot
about
bringing
it
back
to
the
facts.
So
when
the
hiring
manager
says
oh
there's,
my
myself
back
then
like
be
like
yeah,
that's
great,
but
what
qualifications,
what
quantitative
qualifications
do
they
have?
That
was
that
they're
going
to
bring
the
team
and
then
also
like
frame,
maybe
ringing
up
the
fact
like
well,
you
know
what
are
some
things
we
should
look
out
for,
like
maybe
you
were
a
little
impetuous
back
then,
or
maybe
you
were
had
some
other
faults.
P
C
O
We
chose
the
height
bias
simply
because
the
morning
groups
hadn't
really
chosen
it.
So
we're
like
hey,
we'll
tackle
it,
but
we
actually
realized
that
this
is
somewhat
of
a
get
lab
focused
bias
because
of
the
fact
that
you
don't
it's
unique
bias
to
get
lab
because
you
don't
necessarily
work
with
people
until
you
or
you
don't
meet
people
until
you
are
in
person
with
them
for
a
typical
company.
You
meet
them
right
away,
so
you
can
see
our
our
reviews
right
there.
Thank.