People say “seeing is believing”, but that’s wrong. The truth is, “I will see it when I believe it”.
As an academic psychologist I have spent years, and run dozens of experiments, looking at unconscious or implicit bias and its consequences. I consider factors such as looks, ethnicity, age and gender, to see if they influence world-of-work decisions such as hiring, promotion, salary.
The short answer is that all these factors make a difference, even though they play no real role in the evaluated person’s performance. Beliefs guide the facts we see. They shouldn’t, it’s unfair. But they do. The so-called ‘Beauty Premium’ is real, as are a host of other biases.
Taking decisions this way is not unnatural. Evolution has fashioned us to infer, to fill in knowledge gaps. Is that rustle in the grass the wind, or a snake? Assume, infer, and take the conservative decision. That’s how we survive.
But using inference or stereotypes to guide staffing decisions is not effective because the right candidate may be overlooked and the ‘right-looking’ but wrong candidate selected.
The point is we are very quick to size people up – age, sex, appearance, even height. We fill in the blanks and give them a price tag in a stereotypically consistent way. The problem is that once we decide about something we try to justify it because we don’t like to admit we were wrong.
One study I know asked people to vote on the basis of photos, as if they showed candidates running for public office. Afterwards, the voters were given information about the ‘candidates’ (e.g., political preferences, values, etc.) and then asked to vote again. Despite now having relevant information the voters hardly changed their opinions.
I thought this might be due to past experience – perhaps people have a learned stereotype of what a ‘Leader’ should look like? So I repeated the experiment with small children, too young to have learned bias, showing them pairs of photos and asking who would make the best captain of a boat (a position of responsibility they could understand). I asked some adults to do the same test. The children and the adults chose the same photos. No experiential factor could explain the choices, it had to be nature.
But, perhaps the motivation or education level of the testers played a role? So I did a similar experiment with kids using photos of candidates for elected positions at the Association of Psychological Science (APS). All the voters and candidates were scientific psychologists. But results were the same. When no photo was available in the original ballot material the APS members voted on the basis of publication record (a reasonably good proxy for the knowledge, status, and success of the candidates). However, when there had been photos included in the ballot materials nothing mattered but the face.
Maybe business people would take decisions in a more rational way? So, we asked experimental subjects to look at photos of managers in a large multinational company, and then asked them to judge the mangers for competence and personality. We accounted statistically for everything possible – age, qualifications, and so forth. Those managers who rated higher on looks earned more.
Implicit bias is even worse for women. Factors such as being overweight count against women even more than they do for men. And it’s not just appearance. I worked with a Swiss multinational looking at the transcripts of their internal performance evaluations, and statistically controlled for everything possible. Men had a much higher likelihood of being described in a positive way; for example, “he really knows how to put his foot down” compared to a similar woman, who “really knows how to use her elbows”.
Age discrimination was also rife across the board, even though for high-level, cognitively complex jobs there is zero correlation between performance and age. In short, age and being male predicted future job and salary levels.
So women (and anyone else who does not fit role expectations) are walking on eggs. It’s a double bind. They must demonstrate exceptional competence to be seen as equal in ability to men, but must also avoid threatening them with competence and apparent lack of warmth, or behaviour that violates social stereotypes.
An experiment run by a professor at Yale University demonstrated the penalty for violating these social norms. One male and one female actor were each asked to record two versions of the same interview, one where they were calm and one showing some anger. Their answers were the same so rationally, the man and woman should have been ranked the same in the same condition. But it turns out that if a man shows anger it is interpreted completely differently. Men can show their “guts.” Women are not allowed to show anger because they are supposed to be nice, nurturing and kind. When subjects were asked to rank the two actors, the man was seen as higher status and more competent, and offered 50 per cent higher salary. The woman was seen as out of control.
There are ways to reduce bias in the workplace. The first is to be aware of your own biases. Then you can take steps to eliminate them and so reduce discrimination.
Second is accountability. Decisions need to be justified, with objective indicators. Be aware that every piece of information can introduce bias. How the call for applications is made – certain words will attract or discourage women. What information applicants are asked for, including photos, can matter. Who does the initial screening, and is it objective or just personal opinion? Are the screeners different from the interview panel? Are the same interview questions asked of all candidates and is the information aggregated independently? Are validated psychometric tests used (e.g., the most used test in the business world, the MBTI, is actually useless; it has no predictive validity).
Data is also key, it allows us to track what is happening, reveals unconscious bias and creates awareness.
Finally – men. We are part of the problem but also part of the solution. If we champion the cause we can reduce these biases. This is our problem too, not just a problem for women or minorities. Taking decisions correctly is not only the ethical thing to do, in the long run it is the economical and rational thing to do.
WHO and Future Frontiers of Global Pandemic Governance
The Covid-19 pandemic has revealed the deep fissures among the countries with regards to governance of the pandemic .The uncoordinated and the haphazard knee-jerk reactions and policy nostrums is indicative of the abysmal sclerosis of the governance mechanisms of the WHO .While with the advent of the hyper-nationalism and kindred predilections of the countries in protectionist initiatives global governance across the issue areas has witnessed a diminishing efficacy or outright floundering, it is however in the health issue that the governance mechanism aimed at containing pandemic has unraveled deplorably.
The global efforts aimed at grappling with the unwieldy virus can be termed as a debacle as the hitherto infrastructure that framers of institutions have forged had met with outright disregard in favor with a harkening back to the 19th century protectionist attitudes where each country guided by their parochial interest had jealously guarded national sovereignty in order to safeguard their goals. The countries who were bound together through the robust bond of globalization had reacted to the pandemic with a spirit that is antithetical to the underlying rationales of globalization .Especially, European nations had maintained more sophisticated and intricate collective cooperation and n in effect had spawned a federal European identity. However, during the outbreak of the pandemic they had resorted to measures which is unbecoming of their collective identity and was emblematic of a realpolitik reckoning of state interest.
As with Europe, pandemic had unraveled the prolonged vacuous rhetoric of the country apropos international cooperation and global governance. While United States deem itself as the lone custodian of the liberal world order and underscore the necessity of cooperation in order to safeguard the collective freedom of the country, however at the beginning of the pandemic and throughout the turbulent pandemic period the preeminent country in the world had denigrated the global governance efforts in favor of its arm-twisting tactics and notoriously browbeaten India to secure crucial medical supplies. Besides, at the height of the pandemic far from concentrating collective efforts to halt the unceasing onslaught of the pandemic, United States had embroiled in bickering with the China over the origin of the Covid-19 virus and wielded mud-slinging and other measures to denigrate its prime geo-political adversary.
The victims of great powers’ unabashed skirmishes were however the less developed countries who hinge on global governance and collective cooperation in the pressing situation .However ,any consensus had been impeded due to the barrage of recriminations by both the United States and China. This wrangling had deflected the elite attention from the containment of the pandemic and provided ground for further aggravation of the global pandemic. Moreover, the reaction of the countries to the Covid-19 was haphazard and had been lacking in any coherent collective will in facing the pandemic.
The slipshod management of the global health crisis had been a characteristic of WHO despite the fundamental pillar underlying this paramount organization being the management and prevention of the world health crisis. Since its inception, however, WHO had fared miserably in its bid in containment of the numerous public health crisis .The earlier debacle of WHO was marked by dilatory response or unsolicited response. Moreover, WHO failed to mobilize due response in the face of pressing threats to global health. This is a consequence of the organization’s lack of coordinated effort and deficiency of any coercive capabilities. While WHO is entrusted with the paramount responsibility of managing international and collective response against public health crisis ,it is however devoid of any mechanism that and aren’t mandated to coerce its constituent states to abide by its regulations. Therefore, WHO and its efforts at countering the health crisis are often rendered futile due to the stubborn attitude of the countries and due to the unwieldy nature of global governance.
Therefore, the efficacy of the paramount institution that has been envisaged in order to shield the world from a disastrous public health crisis is increasingly hamstrung in want of a coordinated and refined mechanism. Against this backdrop, the surfacing of ominous novel variant Omicron has jolted the already fragile economic recovery in the world and run the risk of wiping the hard-earned gains in the wake of vaccination efforts. The current woe and resurfacing of the pandemic points towards the callous stance of the developed countries with regards to vaccination. While developed countries had inoculated their domestic population, they however is shilly shallying about mounting a coordinated global effort in confronting the global pandemic. This has meant that a excruciatingly slow vaccination rate in the African region. The fact that this virus had originated in Africa is indicative of a ominous message and suggest that due to dilatory vaccination efforts globally bulk of the developing and lower developed countries remain outside the vaccination and the virus are mutating incessantly through these unvaccinated population are growing more virulent .
Moreover, until a substantial percentage of people come under the ambit of vaccination, it will be remain herculean task of extirpating the Covid menace. However, there are paucity of sincere efforts from the has undermined WHO’s overtures aimed at a coordinated vaccination program had faltered due to the callous and apathetic attitude of the developing nations. Besides, the profit-guzzling pharmaceuticals companies had found a windfall of endless profiteering from the plight of pandemic and in effect weaponized pandemic as a means to monopolizing their vaccines and other medical goods and safeguarding this inordinate market dominance under the questionable TRIPs .
Against this backdrop, the world requires a well-coordinated, hierarchical, top-down and systemic institution with the capacity of the managing the global health crisis with efficiency .Besides, the new governance mechanism need to be modeled on other organizations that wield capacity of sanction and can exert pressure on the government if any country doesn’t abide by its dictates. Besides, rather than inefficacious and toothless organization , an efficient management of global health crisis is required in order to persuasively deal with the global health crisis. A treaty needs to be formulated with all of the countries entrusting their partial sovereign power to the organization and should abide by the injunction of the organization. Moreover, an overhaul of infrastructure of global health governance is presupposed in order to confront the pressing challenges of the imminent health crisis.
Partnering with persons with disabilities toward an inclusive, accessible and sustainable post-COVID-19 world
As the world observes the International Day of Persons with Disabilities today, we honour the leadership of persons with disabilities and their tireless efforts to build a more inclusive, accessible and sustainable world. At the same time, we resolve to work harder to ensure a society that is open and accommodating of all.
An estimated 690 million persons with disabilities, around 15 per cent of the total population, live in the Asia-Pacific region. Many of them continue to be excluded from socio-economic and political participation. Available data suggests that persons with disabilities are almost half as likely to be employed as persons without disabilities. They are also half as likely to have voted in an election and are underrepresented in government decision-making bodies. Just about 0.5 per cent of parliamentarians in the region are persons with disabilities. Women with disabilities are even less likely to be employed and hold only 0.1 per cent of national parliament positions.
One of the main reasons behind these exclusions is a lack of accessibility. Public transportation and the built environment in general — including public offices, polling stations, workplaces, markets and other essential structures — lack ramps, walkways and basic accessibility features. Accessibility, however, goes beyond the commonly thought of physical structures. Barriers to access to services and information and communication technology must also be removed, to allow for the participation of persons with diverse types of disabilities, including persons with intellectual disabilities and hearing and vision impairments.
The COVID-19 pandemic and related lockdowns has exacerbated existing inequalities. Many persons with disabilities face increased health concerns due to comorbidities and were left without access to their personal assistants and essential goods and services. As much of society moved online during lockdowns, inaccessible digital infrastructure meant persons with disabilities could not access public health information or online employment opportunities.
Despite these challenges, persons with disabilities and their organizations were among the first to respond to the immediate needs of their communities for food and supplies during lockdowns in addition to continuing their long-term work to support vulnerable groups.
ESCAP partnered with several of these organizations to support their work during the pandemic. Samarthyam, a civil society organization in India led by a woman with disabilities, has trained many men and women with disabilities to conduct accessibility audits in their home districts. With these skills, they are becoming leaders and advocates in their communities, working towards improving the accessibility of essential buildings everywhere.
Another ESCAP partner, the National Council for the Blind of Malaysia (NCBM), is working to improve digital accessibility by training a group with diverse disabilities in web access auditing, accessible e-publishing and strategic advocacy. NCBM hopes to support participants in forming a social enterprise for web auditing and accessible publishing, creating employment opportunities and enabling persons with disabilities to lead efforts to improve online accessibility.
Women and men with disabilities have been leaders and champions to break barriers to make a difference in Asia and the Pacific. Today, ESCAP launches the report “Disability at a Glance 2021: The Shaping of Disability-inclusive Employment in Asia and the Pacific.” The report highlights some innovative approaches to making employment more inclusive, as well as recommendations on how to further reduce employment gaps.
Adjusting to a post-COVID-19 world presents an opportunity for governments to reassess and implement policies to increase the inclusion of persons with disabilities in employment, decision making bodies and all aspects of society. Accessibility issues impact not only persons with disabilities but also other people in need of assistance, including older persons, pregnant women or those with injuries. Implementing policies with universal design, which creates environments and services that are useable by all people, benefits the whole of society. Governments should mainstream universal design principles into national development plans, not only in disability-specific laws and policies.
As a global leader in disability-inclusive development for over 30 years, the Asia-Pacific region has set an example by adopting the world’s first set of disability-specific development goals in the Incheon Strategy to “Make the Right Real.” Meeting the Incheon Strategy goals will require governments to intensify their efforts to reduce barriers to education, employment and political participation.
At ESCAP, we know that achieving an inclusive and sustainable post-COVID-19 world will only be possible with increased leadership and participation of persons with disabilities. To build back better — and fairer — we will continue to strengthen partnerships with all stakeholders so together we can “Make the Right Real” for all persons with disabilities.
Remote Learning during the pandemic: Lessons from today, principles for tomorrow
Education systems around the world reacted to COVID-19 by closing schools and rolling out remote learning options for their students as an emergency response. New World Bank analysis of early evidence reveals that while remote learning has not been equally effective everywhere, hybrid learning is here to stay.
Going forward, for remote learning to deliver on its potential, the analysis shows the need to ensure strong alignment between three complementary components: effective teaching, suitable technology, and engaged learners.
“Hybrid learning – which combines in-person and remote learning – is here to stay. The challenge will be the art of combining technology and the human factor to make hybrid learning a tool to expand access to quality education for all,” emphasized Jaime Saavedra, World Bank Global Director for Education. “Information technology is only a complement, not a substitute, for the conventional teaching process – particularly among preschool and elementary school students. The importance of teachers, and the recognition of education as essentially a human interaction endeavor, is now even clearer.”
The twin reports, Remote Learning During the Global School Lockdown: Multi-Country Lessons and Remote Learning During COVID-19: Lessons from Today, Principles for Tomorrow, stress that three components are critical for remote learning to be effective:
- Prioritizing effective teachers: a teacher with high subject content knowledge, skills to use technology, and appropriate pedagogical tools and support is more likely to be effective at remote instruction.
- Adopting suitable technology: availability of technology is a necessary but not sufficient condition for effective remote learning.
- Ensuring learners are engaged: for students to be engaged, contextual factors such as the home environment, family support, and motivation for learning must be well aligned.
The reports found that many countries struggled to ensure take-up and some even found themselves in a remote learning paradox: choosing a distance learning approach unsuited to the access and capabilities of a majority of their teachers and students.
“Emerging evidence on the effectiveness of remote learning during COVID-19 is mixed at best,” said Cristóbal Cobo, World Bank Senior Education and Technology Specialist, and co-author of the two reports. “Some countries provided online digital learning solutions, although a majority of students lacked digital devices or connectivity, thus resulting in uneven participation, which further exacerbated existing inequalities. Other factors leading to low student take-up are unconducive home environments; challenges in maintaining children’s engagement, especially that of younger children; and low digital literacy of students, teachers, and/or parents.”
“While pre-pandemic access to technology and capabilities to use it differed widely within and across countries, limited parental engagement and support for children from poor families has generally hindered their ability to benefit from remote learning,” stressed Saavedra.
Despite these challenges with remote learning, this can be an unprecedented opportunity to leverage its potential to reimagine learning and to build back more effective and equitable education systems. Hybrid learning is part of the solution for the future to make the education process more effective and resilient.
The reports offer the following five principles to guide country efforts going forward:
Ensure remote learning is fit-for-purpose. Countries should choose modes of remote learning that are suitable to the access and utilization of technology among both teachers and students, including digital skills, and that teachers have opportunities to develop the technical and pedagogical competencies needed for effective remote teaching.
Use technology to enhance the effectiveness of teachers. Teacher professional development should develop the skills and support needed to be an effective teacher in a remote setting.
Establish meaningful two-way interactions. Using the most appropriate technology for the local context, it is imperative to enable opportunities for students and teachers to interact with each other with suitable adaptations to the delivery of the curriculum.
Engage and support parents as partners in the teaching and learning process. It is imperative that parents (families) are engaged and supported to help students access remote learning and to ensure both continuity of learning and protect children’s socioemotional well-being.
Rally all actors to cooperate around learning. Cooperation across all levels of government; as well as partnerships between the public and private sector, and between groups of teachers and school principals; is vital to the effectiveness of remote learning and to ensure that the system continues to adapt, learn, and improve in an ever-changing remote learning landscape.
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