Don’t Judge a Book by Its Cover: Overcoming Stereotypes in the Workplace

Stereotypes serve a purpose by grouping people together as one entity. They enable us to make quick, rash decisions and draw conclusions when we may either lack the necessary time, or we really don’t care about being correct.

The stereotypes we choose to use are ones we are most familiar with and very comfortable using, so there’s no hesitancy on our part to restrain our behavior or stop.

Stereotypes are usually not used in a positive way, so it’s probably accurate to say the intent is to demean, or not see the individual as being an individual. Basically, the individual doesn’t exist. It’s like looking at someone and seeing the image in your head, not the person standing in front of you. You’re responding to a stereotype, not a person. When this happens, how do you respond? Do you have any idea who you’re speaking to? Do you care? Probably not. The conversation would be generic, and suitable for anyone looking like the person you’re communicating with. There’s no eye contact. With stereotypes, ‘one size fits all’ so having any knowledge isn’t necessary. There’s no interest, no investment of time, nothing gained, and nothing lost, you think.

Stereotypes in our personal lives will do more damage than we can imagine. In fact, we have no idea what our lives would be like if we didn’t use stereotypes. They prevent us from experiences in life because we choose to not take a second and acknowledge another person. That brief second of time spent communicating could have a lasting impact we will never know about or experience.

An Example of a Stereotype in Action and a Potential Outcome.

An employee is being interviewed. Part of the information shared is their cultural background.

What comes next?

1.                  You created in your mind the image of that person. That stereotype.

2.                  Having this image when you meet the person, you see the image, not the person. It’s challenging to communicate as you’re not ‘seeing’ who you’re speaking with, so any comment by you may be met with confusion.

3.                  Next is the ‘expected’ behaviors which are called confirmation behaviors. You confirm what you believe to be true based on your stereotype, not the person. You focused on what you wanted to see, and nothing else. Their behavior is so unlike yours, so you’re a bit uncomfortable, and start highlighting the ‘issues’ with their culture in your mind.

4.                  Having ‘confirmed’ what you ‘knew’ about the employee, any information contrary to what you believe, is irrelevant. In fact, you’re not receptive to hearing any opinions unlike your own.

5.                  What you don’t know is that individual…

a.  Has achieved a level of professionalism in their (your) area of expertise, and the introduction is to their joining your team!

b.  Is multilingual, which has proven to be a benefit to the company as they bring in new accounts, helping create job security for you! They’re also quite fluent in a language you’re currently studying.

c.   They’re active in the community where the business is located. In fact, they have participated in programs you’ve promoted.

d.  They have similar interests they’re committed to outside of work.

We have choices to make daily. The choices will have an impact, and depending on the prevailing circumstances, our choices may impact future outcomes.

Instead of viewing others through lenses contaminated with stereotypes, view them as individuals. Invest time   exchanging ideas, sharing interests, and sharing team goals. View the other person as a valued contributor to the bottom line and treat them accordingly. When we value others, they are more likely to share areas of their lives which have meaning to them, which may also prove to be impactful, beneficial and create enlightening experiences for us.

All that’s needed is for us to be receptive, accepting, and avoid using stereotypes.