A cutting-edge, relentless, objective approach to inclusion.

Companies spend billions of dollars annually on diversity efforts with remarkably few results. Too often diversity efforts rest on the assumption that all that's needed is an earnest conversation about "privilege." That's not enough. To truly make progress we need to stop celebrating the problem and instead take effective steps to solve it.

In Bias Interrupted, Joan C. Williams shows how it's done, and, reassuringly, how easy it is to get started. One of today's preeminent voices on inclusive workplaces, Williams explains how leaders can use standard business tools—data, metrics, and persistence—to interrupt the bias that is continually transmitted through formal systems like performance appraisals, as well as the informal systems that control access to career-enhancing opportunities. The book presents fresh evidence, based on Williams's exhaustive research and work with companies, that interrupting bias helps every group—including white men.

Comprehensive, though compact and straightforward, Bias Interrupted delivers real, practical value in an efficient and accessible manner to an audience that has never needed it more. It's possible to interrupt bias. Here's where you start.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Dedication
  5. Contents
  6. 1. What’s the path forward?
  7. 2. Is bias training worthless?
  8. 3. We’re a meritocracy. Are you asking us to change that?
  9. 4. Why do some groups need to be politically savvier to succeed?
  10. 5. Are you saying that white men have it easy? I don’t feel privileged
  11. 6. We cherish our culture. Can we retain that and still achieve DEI goals?
  12. 7. Can we make progress on DEI without getting all rigid and bureaucratic?
  13. 8. Women’s priorities change after having kids. Are you saying I should ignore that?
  14. 9. Isn’t it natural—and inevitable—that people who work harder go further?
  15. 10. If we hire more women and people of color, won’t the DEI problem take care of itself?
  16. 11. What does the CEO need to do to finally deliver on DEI goals?
  17. 12. How can a company change who gets access to opportunities? (Hint: Only the CEO can)
  18. 13. How can CDOs and HR get buy-in—and deliver—on DEI goals?
  19. 14. How can HR and DEI departments work together to interrupt bias in basic business systems?
  20. 15. How can individual managers help move the needle—and manage more effectively?
  21. Conclusion
  22. Appendix
  23. Notes
  24. Index
  25. Acknowledgments
  26. About the Author