Training Content

All sessions have both educational and hands-on activities as components. They are divided into three sections below. The first section “Creating Awareness” represents beginning interventions that are designed to create awareness of biases and DEI. It’s primarily aimed at audiences that may be new to these topics. The goal is to help people see “the problem” and the need for affirmative interventions. The second section on “Taking a Deeper Dive” represents presentations that allow people to probe the nature of bias and prejudice at a deeper level. The focus is on going beyond mere awareness to understanding the functions of bias. These modules might be best aimed at those who already “buy-into” the existence of bias and the need for DEI to address them. The third section on “Solutions” focuses on activities that allow participants to utilize best practice tools (e.g., Change Management) to begin to identify and address potential bias in their organization.

Creating Awareness

Diversity Cup (Groups of Any Size)

This activity allows people to examine and discuss the diversity in their own personal lives. This may be used as an “ice breaker” for a longer workshop. It allows people to examine the degree to which their social networks (whether at work or in life in general) include a range of different ethnic groups. A typical outcome is that participants discover that their personal networks are fairly homogenous. Discussion centers on ways to broaden social networks.

Oppression Monopoly Simulation

This ‘game’ is quickly becoming widely known as a fun but yet deeply impactful simulation of the dynamics of oppression. The overriding theme of the game is that the lived experience of minorities is systemic and intersectional and requires systemic and intersectional solutions. The game has many learning takeaways, perhaps the most impactful is that virtually all participants leave with a deep appreciation for the need for deliberate and overt interventions and that “equity” rather than “equality” should be the focus of those interventions. More detail may be found here:

Bias in the Organization

This is a group presentation on the nature, types, impact, and regulation of bias. It includes some of the same information as the Respect in the Workplace module discussed above. However, it presents a more direct focus on biases. It can be tailored to the biases that might be more prevalent within a given area (e.g., biases in selection). Also includes a discussion of the somewhat controversial topic of unconscious/implicit bias. Each topic can be a standalone module (nature, types, impact, and regulation), with built in exercises (30 min to 60 minute each) to create a multi-series (multi-day) package.

Talking about Race

This is a group presentation on the concept of “race.” Special emphasis is placed on understanding that race is a social construction (i.e., not a real biological or genetic concept) and that’s why its difficult to discuss and deal with it.

Lecture on the Concepts of Diversity, Equity, & Inclusion

An introduction to the basics of diversity, equity, & inclusion. The lecture primarily focuses on ensuring that participants understand both the distinction and mutual importance of diversity, equity, and inclusion. It addresses the varying motivations that people have for approaching DEI. Finally, it addresses the resistance and hesitance that some people have about DEI.

Taking a Deeper Dive

Systemic & Institutional racism

This is a presentation of the distinction between three levels of discrimination: Individual, Organizational, & Structural. Presentation on the indices of racial prejudice in Housing, Education, Employment, Justice System, and Health Care. A highlight is understanding the interdependencies between these institutions.

Causes of Prejudice

This is a presentation on the various scientifically based explanations on prejudice, racism/sexism, bias, stereotypes, and discrimination.

Cultural Competence Case Studies

Groups review case studies of workplace scenarios that involve some form of cultural (or other diversity) conflict. The groups then discuss the nature of the conflict and ways of resolving it.

Fixing the Problem

Inclusive Decision Making

This presentation focuses on how make decisions in a more inclusive fashion. It presents the different decision modes that leaders can take. The objective is to understand the importance of transparency and empathy. Furthermore, participants will recognize that there are decision making modes between the two extremes of completely democratic and completely authoritarian and when each decision mode might be most appropriate.

Process Mapping (Using Topical Breakout Groups)

The participants will be divided into groups of 4 or 5 people. Ideally, these will be pre-assigned groups, as each group will be focused around a particular topic (e.g., HR related: Background Checks, Recruitment, Interviewing, Hiring, Discipline/termination, etc). The groups will be given instruction on how to conduct a process mapping exercise for their respective topic. Areas of disagreement and ambiguity will be noted in the process, and steps that require subjective decision making will also be noted. Each group reports their map to the larger group.

Identifying Potential Bias (Using Topical Breakout Groups)

This process can follow the Process Mapping exercise or be used as a stand-alone activity. The participants will be divided into groups of 4 or 5 people. Ideally, these will be pre-assigned groups, as each group will be focused around a particular topic (e.g., HR related: Background Checks, Recruitment, Interviewing, Hiring, Discipline/Termination, etc). A list of common cognitive and cultural biases are presented and discussed. The groups then discuss whether areas of ambiguity and/or subjectivity in the process can lead to any of the biases. Notes on which biases might be prevalent are recorded and each group reports their findings to the larger group.

Fixing the Problem (Using Topical Breakout Groups)

This process can follow the Identifying Potential Bias exercise or be used as a stand-alone activity. A widely used tool in the Change Management field called a Force-Field Analysis is introduced. The Force Field Analysis was designed to identify the factors (i.e., forces) that both facilitate and restrict attempts to change the status quo. This analysis is often used as a problem-solving in change management aid. The groups will be asked to identify a problem (potentially a bias) and then, using the force-field analysis, list the factors that both facilitate and restrict attempts to change the problem. Finally, as a part of action planning, groups will be asked to speculate and agree on ways in which facilitating factors can be reduced or eliminated. The groups will also report their findings to the larger group. Depending upon allotted time, it can also include a session that uses the analogy of the “Mouse and Elephant” to review policies (employment, client, etc.) - exercise helps to understand status differences and allows participants the opportunity to reflect on implicit biases that may be embedded in institutional norms and policies.

Talking about Difficult Topics (e.g., Race)

This module focuses on how to talk about difficult topics like bias, race, etc. I can include an exercise built around the Johari Window, a well-established tool used with helping dyads to see how they may be presenting themselves and potential blind spots. It’s a great tool to use when there is conflict between co-workers, supervisor-subordinate, and/or mentor-mentees dyadic relationships. Participants discover what is known and unknown about them. The discussion centers on impression management and self-presentation. This exercise can be coupled with sessions on “cultural competence” and “intergroup conflict."