Norms and Bias Beneath the Surface: The Hidden Forces of Social Identity and Their Impact on Diversity and Inclusion in the Organization Game

Abstract

This master’s thesis examines how existing norms and biases affect the ability of the NGO, GAME to establish and maintain a diverse and inclusive workplace. The study operates from the perspective that diversity is a complex concept, as its perception is contingent upon its constructions. Additionally, it will identify which norms and biases that influence employees' decision-making processes within the organization. Thus, the study adopts a social constructivist and hermeneutic epistemological perspective and focuses on how a selection of respondents construct diversity at GAME. By employing qualitative semi-structured interviews, this study draws upon empirical data gathered from 11 interviews with both leaders and employees within the organization. The thesis is underpinned by a theoretical framework that comprises social identity theory (SIT), bias, diversity, and norms. SIT serves as the theoretical foundation of the thesis, intending to explore how norms and bias influence the decision-making processes of employees and consequently, how it affects GAME's ability to establish and maintain a diverse workplace. By analyzing the data, the study revealed that diversity is often perceived and defined through norms and visible identity markers which have a crucial impact on whether the social identity assesses a candidate as likely to succeed or not. Unconscious biases, such as similarity bias and in-group/out-group bias, impact an employee's decision to opt for the “safe” choice, recruiting candidates from their in-group, rather than candidates from their out-group who may not resemble themselves. These biases are embedded in the social identities that live in the workplace that place individuals at varying levels of advantage for the job. As such, the presence of norms and biases may be a significant factor contributing to the challenge of establishing a diverse and inclusive workplace in GAME. Thus, it can be posited that the interpretation and understanding of concepts such as diversity and norms within the workplace is subjective and dependent upon individual worldviews. This implies that each employee may perceive and conceptualize these constructs differently, leading to variation in their interpretation and navigation of diversity. The conclusion suggests that addressing structural processes is crucial in reducing bias, and this can be achieved through a strategic plan and HR processes aimed at diversity and inclusion, guided by bias-conscious leadership.