About this course
Unconscious and Implicit Bias, and the Fixes That Work When Awareness Doesn't. Most bias training teaches you to notice. This course is about the part of a decision that never showed itself: nothing flagged at the time, you can explain every choice you made, and the decision still leaned. You cannot find that by looking harder at what never showed itself. You find it in the record, and you correct it in the decision itself rather than in your head. The spine of the course is one line: awareness is not control, and recognition is not correction.
The first half builds the tools. You write a judgment at three levels and find the pane you left blank. You trace where your idea of good came from in your own history, using the six ENRICH dimensions. You tell a known tendency from an unknown one, because each needs a different fix. Then you build the correction into the step, so it holds on the worst week and not only on a good day.
The second half applies all of it at the six places a manager decides about people: hiring, reviews, assignments, promotions, pay, and coaching and mentoring. It covers who gets in, who gets the work and the attention, and what gets rated and paid. It closes with a once-a-year read of your own decisions, pulled from the record rather than from memory.
Along the way you learn the models Duane uses: Three Levels of Knowing, the ENRICH Framework and the ENRICH Lens (created by Duane K. Andrews and Sherry M. Jerimie), Where I Learned Good, Known or Unknown?, Built In, Not Remembered, Alone, Same, Last, Who Walks In, Saw, Asked, Anchored, and The Year in Your Decisions. Five full cases (a wind farm services company, a public aquarium, a car rental region, an intercity bus company and a copper mine) let you make the call before you hear how Duane reads it.
Who it is for
- Managers and supervisors who hire, review, assign, promote, pay or coach other people.
- Team leads who sit on interview panels or recommend people for the next role.
- Managers who have done bias training and want to know what to change in the decision itself.
- Directors and senior managers who want their teams' decisions to hold up when someone reads the record.
Learning objectives and outcomes
By the end of the course you will be able to:
- Write a judgment in three panes. Use Three Levels of Knowing (What I Think, Why I Think It, What It Does) and find the pane you left blank.
- Trace where your idea of good came from. Use Where I Learned Good and your own six ENRICH dimensions to see whose voice sounds like competence to you.
- Tell known from unknown. Give a known tendency a stop where it bites, and find an unknown one in your results or through a second reader.
- Build the fix into the step. Use Built In, Not Remembered (Change the Step, Add a Reader, Check the Result) and run one full cycle before you judge it.
- Hire and score fairly. Score alone before anyone speaks, use the same questions and the full eligible pool, and hear the senior voice last.
- Hand out work and attention by a rule. Use Who Walks In to see who comes to mind first, who comes to you, and who never comes up.
- Check ratings and raises. Use Saw, Asked, Anchored to see how a number leans without anyone noticing, and correct it before it is final.
- Read your own year. Pull a year of your decisions from the record, sort it, and fix one place.
What is included
The Participant Booklet draws every model, sets out the ENRICH language in full, adds scenarios and private self-checks, and ends with a pocket reference. The Participant Workbook is where you do the practice on your own decisions about people, by role and never by name. The videos tell you when to pause and turn to a page. Nothing you write is collected.
Course booklet & workbook
The booklet is the knowledge companion. The workbook is the fillable PDF. Buy either one, or both together.
Chapters
32 chapters, 2 h 50 min of video.
- 00Welcome3:52
Your decisions, real roles, a page that stays yours, and the eight questions managers bring to this course.
- 01What the Training Missed5:10
The part of a decision that never showed itself, and what it costs.
- 02What "Unconscious" Means Here2:58
Nothing flagged at the time, and the decision leaned anyway.
- 03Three Levels of Knowing5:35
You can hold one pane and miss the other two.
- 04Exercise: Three Panes2:16
One judgment of your own, written in all three panes.
- 05Case: Not a Field Person9:39
A wind farm services company, and three years of very good hiring.
- 06Why ENRICH3:36
Where your idea of good came from, and the language for reading it.
- 07Facets and the Lens4:12
Where each facet sits, six checks on one moment, and two terms.
- 08Where I Learned Good6:44
Your own six, three marks on your frame, and the record each points at.
- 09Exercise: The Height Chart2:43
Trace your first lessons aloud, then check off your own six.
- 10Known or Unknown3:13
Two names for one thing, until you try to fix it.
- 11Two Doors, Worked5:39
One person behind each door, and the day someone tells you.
- 12Exercise: Two Doors5:06
Eight people, describing their own decisions.
- 13Case: The Divers9:22
A public aquarium, a living reef, and two doors in one department.
- 14Awareness Is Not Correction5:15
Knowing about a bias and changing what it does are two different jobs.
- 15Exercise: Rebuild the Step3:13
One funded place, rebuilt so it holds on the worst week.
- 16Case: The Upgrade List9:30
A car rental region, a premium desk, and the 5:30 start.
- 17Halfway1:54
Bring one decision you own, with a correction built in.
- 18Who Gets In6:59
Hiring, and the pool a promotion is drawn from.
- 19Exercise: Score Before You Speak4:02
Two candidates, two orders.
- 20Case: The Panel8:43
An intercity bus company, a supervisor panel, and a second column.
- 21Who Gets the Work6:09
The work lands on the nearest name.
- 22Coaching and Mentoring3:17
The person who walks in hears what you expect.
- 23The Name That Never Comes Up5:35
Six people across ENRICH, and what the few cost you.
- 24Exercise: The Reflex3:08
Five pieces of work, and the first role that comes to mind.
- 25What Gets Rated and Paid4:21
A rating is built from what you saw.
- 26The Pay Side7:33
Six decisions, and not one started from the work.
- 27Exercise: The Quiet Money3:15
Eight pay moments, and one letter for each.
- 28Case: The Pit and the Office10:07
A copper mine, a pit supervisor, and a pay file due Friday.
- 29The Year in Your Decisions8:44
Read your own year, once a year, from the record.
- 30Exercise: Your Twelve Months2:26
Your year, on one page.
- 31The Whole Course5:54
Eight marks on one door frame.