DTU ProjectLab - User contributions [en-gb]

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-28T09:26:52Z

S185238: /* The Core Competencies of Facilitation */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.
Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting <ref name="faci"/>. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs<ref name="faci"/>. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings<ref name="faci"/>. AnThe Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational<ref name="faci"/>.
[[File:Designstar.png|300px|thumb|left|The Design Star as seen in <ref name="faci"/>]]

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.
[[File:Trustequation.png|300px|thumb|right|David Maister's Trust Equation as seen in <ref name="faci"/>]]

To help build up the team and create a good atmosphere David Maister’s trust equation can be used. It is important that the team trust the project manager and the equation can also help the project manager combat bias in the team. Ways to create trust are avoiding assumptions, by asking questions and using examples, looking for shared interests, and making sure to be an active listener with very little self-orientation<ref name="faci"/>. The meeting is not about the project manager/facilitator. By trying to rid of assumptions you also create a more open space for the team members, with little left to the imagination. Looking for shared interests is using affinity bias in your own favour, which can be very useful in trying to create a connection.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team. A script is also useful here. If the team knows what the meetings look like, they will have more focus on what the objective of the meeting is. <ref name="faci"/>

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator. It has also been used as a source for this wiki, but has several other good points not mentioned here.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-28T09:25:26Z

S185238: /* Annotated Bibliography */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.
Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting <ref name="faci"/>. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs<ref name="faci"/>. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings<ref name="faci"/>. AnThe Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational<ref name="faci"/>.
[[File:Designstar.png|250px|thumb|left|The Design Star as seen in <ref name="faci"/>]]

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.
[[File:Trustequation.png|250px|thumb|right|David Maister's Trust Equation as seen in <ref name="faci"/>]]

To help build up the team and create a good atmosphere David Maister’s trust equation can be used. It is important that the team trust the project manager and the equation can also help the project manager combat bias in the team. Ways to create trust are avoiding assumptions, by asking questions and using examples, looking for shared interests, and making sure to be an active listener with very little self-orientation<ref name="faci"/>. The meeting is not about the project manager/facilitator. By trying to rid of assumptions you also create a more open space for the team members, with little left to the imagination. Looking for shared interests is using affinity bias in your own favour, which can be very useful in trying to create a connection.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team. A script is also useful here. If the team knows what the meetings look like, they will have more focus on what the objective of the meeting is. <ref name="faci"/>

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator. It has also been used as a source for this wiki, but has several other good points not mentioned here.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-28T09:24:06Z

S185238: /* What is Bias? */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.
Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting <ref name="faci"/>. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs<ref name="faci"/>. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings<ref name="faci"/>. AnThe Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational<ref name="faci"/>.
[[File:Designstar.png|250px|thumb|left|The Design Star as seen in <ref name="faci"/>]]

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.
[[File:Trustequation.png|250px|thumb|right|David Maister's Trust Equation as seen in <ref name="faci"/>]]

To help build up the team and create a good atmosphere David Maister’s trust equation can be used. It is important that the team trust the project manager and the equation can also help the project manager combat bias in the team. Ways to create trust are avoiding assumptions, by asking questions and using examples, looking for shared interests, and making sure to be an active listener with very little self-orientation<ref name="faci"/>. The meeting is not about the project manager/facilitator. By trying to rid of assumptions you also create a more open space for the team members, with little left to the imagination. Looking for shared interests is using affinity bias in your own favour, which can be very useful in trying to create a connection.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team. A script is also useful here. If the team knows what the meetings look like, they will have more focus on what the objective of the meeting is. <ref name="faci"/>

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-28T09:23:35Z

S185238: /* What is Bias? */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting <ref name="faci"/>. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs<ref name="faci"/>. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings<ref name="faci"/>. AnThe Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational<ref name="faci"/>.
[[File:Designstar.png|250px|thumb|left|The Design Star as seen in <ref name="faci"/>]]

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.
[[File:Trustequation.png|250px|thumb|right|David Maister's Trust Equation as seen in <ref name="faci"/>]]

To help build up the team and create a good atmosphere David Maister’s trust equation can be used. It is important that the team trust the project manager and the equation can also help the project manager combat bias in the team. Ways to create trust are avoiding assumptions, by asking questions and using examples, looking for shared interests, and making sure to be an active listener with very little self-orientation<ref name="faci"/>. The meeting is not about the project manager/facilitator. By trying to rid of assumptions you also create a more open space for the team members, with little left to the imagination. Looking for shared interests is using affinity bias in your own favour, which can be very useful in trying to create a connection.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team. A script is also useful here. If the team knows what the meetings look like, they will have more focus on what the objective of the meeting is. <ref name="faci"/>

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-28T09:22:31Z

S185238: /* The Core Competencies of Facilitation */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting <ref name="faci"/>. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs<ref name="faci"/>. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings<ref name="faci"/>. AnThe Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational<ref name="faci"/>.
[[File:Designstar.png|250px|thumb|left|The Design Star as seen in <ref name="faci"/>]]

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.
[[File:Trustequation.png|250px|thumb|right|David Maister's Trust Equation as seen in <ref name="faci"/>]]

To help build up the team and create a good atmosphere David Maister’s trust equation can be used. It is important that the team trust the project manager and the equation can also help the project manager combat bias in the team. Ways to create trust are avoiding assumptions, by asking questions and using examples, looking for shared interests, and making sure to be an active listener with very little self-orientation<ref name="faci"/>. The meeting is not about the project manager/facilitator. By trying to rid of assumptions you also create a more open space for the team members, with little left to the imagination. Looking for shared interests is using affinity bias in your own favour, which can be very useful in trying to create a connection.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team. A script is also useful here. If the team knows what the meetings look like, they will have more focus on what the objective of the meeting is. <ref name="faci"/>

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

File:Trustequation.png

2021-02-28T09:17:54Z

S185238:

File:Designstar.png

2021-02-28T09:17:42Z

S185238:

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T19:28:05Z

S185238: /* The Core Competencies of Facilitation */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting <ref name="faci"/>. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs<ref name="faci"/>. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings<ref name="faci"/>. The Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational<ref name="faci"/>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

To help build up the team and create a good atmosphere David Maister’s trust equation can be used. It is important that the team trust the project manager and the equation can also help the project manager combat bias in the team. Ways to create trust are avoiding assumptions, by asking questions and using examples, looking for shared interests, and making sure to be an active listener with very little self-orientation<ref name="faci"/>. The meeting is not about the project manager/facilitator. By trying to rid of assumptions you also create a more open space for the team members, with little left to the imagination. Looking for shared interests is using affinity bias in your own favour, which can be very useful in trying to create a connection.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team. A script is also useful here. If the team knows what the meetings look like, they will have more focus on what the objective of the meeting is. <ref name="faci"/>

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T19:26:01Z

S185238: /* Application */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

A lot of the work of facilitation lies in the preparation phase. Specific tools to use are tools like the design star, staging and scripting <ref name="faci">Implement Consulting, Line Larsen, Henrik Horn Andersen & Cecilie Van Loon, Facilitation, September 2018. https://implementconsultinggroup.com/facilitation/. Retrieved February 27th 2021.</ref>.

Staging is deciding how the meeting should take place. For example, if there is a specific table formation that is an advantage for this specific meeting or setting. Scripting is when you create a script before the meeting to have an agenda to refer to and stick to as to not let the meeting go off the path too much. There still must be room for adjustments depending on the groups needs10. The script can be visible to the meeting attendees and can help them keep on track with the agenda.

The design star can help the facilitator/project manager in finding the objectives of the meeting and see how it is best approached by analysing purpose, participants, environment, form, and the roles. Together with the HBDI Whole Brain Model it can help prepare the facilitator on what scenarios they can encounter in the upcoming meetings10. The Whole Brain Model can also help the facilitator check in and make sure there are no aversions or biases in the team that needs to be addressed by making sure to appeal to the four parts: rational, experimental, practical, and relational10.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T16:16:18Z

S185238: /* Annotated Bibliography */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time. It presents the IAF core competencies and methods to use as a facilitator. Some methods that have not been mentioned in this article as to limit scope of the wiki page.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T16:14:55Z

S185238: /* Annotated Bibliography */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF. It is very to the point and not very in-depth and would require you to read more articles about the subject to understand the different points. It is however a good reference pointer for what material to search for and which areas to investigate further.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T16:13:25Z

S185238: /* Annotated Bibliography */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T16:13:15Z

S185238: /* Annotated Bibliography */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF and is a good reference pointer for finding additional material.

# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.

# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.

# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T16:13:03Z

S185238: /* Key References */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Annotated Bibliography ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T16:11:55Z

S185238: /* Key References */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do according to the IAF and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management. It is quite short but gives a good comparison of the two.
# '''Facilitation''' - This article mentions several specific tools and gives a very good overview of how project managers and facilitators are alike as well as how you can approach facilitation as a project manager. It presents the different stages of facilitation and what to be aware of when trying to become a good facilitator

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T14:16:56Z

S185238: /* The Big Idea */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team. Some of these biases are described below.

==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T14:15:22Z

S185238: /* The Big Idea */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias - one being peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see as to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T14:13:55Z

S185238: /* The Big Idea */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

=== Project Management & Facilitation ===
Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T14:13:24Z

S185238: /* Limitations */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T09:36:01Z

S185238: /* Limitations */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously<ref name="Forbes"/>, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T09:35:32Z

S185238: /* Limitations */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T09:34:35Z

S185238: /* Mitigating Bias as a Project Manager and Facilitator */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group event are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.

== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-27T09:33:18Z

S185238: /* Conservatism Bias */

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software or workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group even are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.
== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-23T08:42:21Z

S185238:

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the project manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software of workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group even are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.
== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-21T11:30:53Z

S185238:

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the Project Manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software of workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group even are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.
== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material.
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager. It also relates it to the PMBOK guide and standard for project management.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-21T11:30:06Z

S185238:

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the Project Manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software of workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group even are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">The IAF website, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-6970. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.
== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== Key References ==

# '''The IAF Core Competencies list''' - This list lays down the ground rules for what a good facilitator should be able to do and is a good reference pointer for finding additional material. It is source
# '''The Project Meeting Facilitator''' - This articles touches on the IAF core rules and how good facilitation works. It also briefly touches on the being both a project manager and facilitator at the same time.
# '''The Facilitative Project Manager''' - This article describes the difference between the two roles of project manager and facilitator and how to rethink them into a facilitative project manager.

== Further Reading ==
Further reading can be found in:
* The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandy Schuman
* The Art of Facilitation - The Essentials for Leading Great Meetings and Creating Group Synergy by Stephen Thorpe, Hamish Brown, Dale Hunter & Anne Bailey
* Facilitating to Lead! - Leadership Strategies for a Networked World by Ingrid Bens
* Faclitation by Line Larsen, Henrik Horn Andersen & Cecilie Van Loon found at https://implementconsultinggroup.com/facilitation/
== References ==
<references/>

Articles Spring Term 2021

2021-02-21T11:14:33Z

S185238:

=Overview of 2021 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2021 Wiki Collections
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|TAs Example
|Thomas
|Giannoulopoulos
|s192419
|[[APPM Example 2021]]
|-
|-
|Group 12
|Christian
|Frøsig
|s175044
|[[Belbin's 9 team roles]]
|-
|-
|Group 1
|Oliver
|K. Vittrup
|s163754
|[[Top-down vs bottom-up estimations]]
|-
|-
|44
|Jeyad
|M. Baig
|s153585
|[[Planning Methods - 3 Levels of Project Planning]]
|-
|-
|Group 17
|Quoc-Khanh Rose-Marie Therese
|Madsen
|s123462
|[[Applying Tuckman’s model for team development]]
|-
|-
|31
|Haoxiang
|Sang
|s192258
|[[Cost control with statistic tools]]
|-
|-
|Group 31
|He
|Fan
|s192195
|[[Work Break-down Structure]]
|-
|-
|Group 19
|Ángel
|Castro del Olmo
|s193246
|[[Stakeholder Engagement and Sustainability in Maritime Spatial Planning]]
|-
|-
|44
|Abdullah Shams
|Turkmani
|s153337
|[[ICT Agreement]]
|-
|-
|Group 17
|Jacopo
|Renzi
|s210445
|[[Double Diamond in Project Management]]
|-
|-
|Group 35
|Helga Sigríður
|Magnúsdóttir
|s202027
|[[Network Planning]]
|-
|-
|12
|Cæcilie
|Kortbæk
|163873
|[[Double diamond]]
|-
|-
|Group 18
|Frithjof Johannes
|Thiem
|s202972
|[[DevOps]]
|-
|-
|12
|Emilie
|Winther Schmidt
|163884
|[[Iron Triangle]]
|-
|-
|12
|Anna
|Fredgaard
|s163887
|[[Active Listening Technique]]
|-
|-
|35
|Ruben
|Raes
|s202029
|[[Iron Triangle of Project Management]]
|-
|-
|21
|Claudia
|Balcells
|s202939
|[[APPPM Issue Tree]]
|-
|-
|35
|Brynja
|Gudmundsdottir
|s202030
|[[FAST goals]]
|-
|-
|16
|Andrea
|Pin Morales
|s205567
|[[The Business Case]]
|-
|-
|16
|Lena Maria
|Thyen
|s202969
|[[The 7 Habits of Highly Effective People]]
|-
|-
|35
|Úlfar
|Viktorsson
|s202022
|[[The 4 Disciplines of Execution]]
|-
|-
|16
|Moritz
|Rindermann
|s202976
|[[Tuckmans model for Team Development]]
|-
|-
|Group 29
|Heiðdís Ósk
|Pétursdóttir
|s202025
|[[Efficiency and Effectiveness]]
|-
|-
|31
|Xabier
|Martínez de Zabarte
|s210323
|[[Scrumban]]
|-
|-
|17
|Aldís Braga
|Eiríksdóttir
|s202045
|[[Blake-Mouton Managerial Grid]]
|-
|-
|32
|Jan Otis
| Ernst
|s210433
|[[RACI Matrix]]
|-
|-
|3
|Julie
| Finne-Ipsen
|s153987
|[[Kahneman - Two Thinking Systems]]
|-
|-
|24
|Maria Eileen
| Hubbuck
|s210444
|[[Risk Management-Identification]]
|-
|-
|11
|Alina
| Barun
|s202514
|[[Maslow's Hierarchy of Needs]]
|-
|-
|24
|Felix Vinzenz
|Wütherich
|s202968
|[[Emotional Intelligence and Leadership]]
|-
|-
|28
|Ariadna
|Ramos
|s191852
|[[The Work Breakdown Structure (WBS)]]
|-
|-
|Group 27
|Jakob
|Grønvald
|s164346
|[[Maslow‘s Hierarchy of Needs, Motivation in the workplace]]
|-
|-
|Group 16
|Martina
|Rampazzo
|s202895
|[[Earned value management (EVM)]]
|-
|-
|Group 2
|John
|Fritz
|s202967
|[[Learning plan]]
|-
|-
|Group 24
|Henning
|Duwe
|s210450
|[[SWOT Analysis]]
|-
|-
|Group 14
|Søren Emil
|Kjær
|s201528
|[[GANTT]]
|-
|-
|Group 23
|Mathilde Kremmer
|Broberg
|s175074
|[[Corrective and Preventive Actions (CAPA)]]
|-
|-
|Group 14
|Rune Lykke
|Høg
|s165012
|[[The use of the A3 management process]]
|-
|-
|Group 35
|Tinna Hrönn
|Unudóttir
|s202032
|[[Constructive communication]]
|-
|-
|Group 17
|Eva Rún
|Arnarsdóttir
|s203214
|[[Biases in Project Management]]
|-
|-
|Group 24
|Astrid
|Skovhus
|s164499
|[[Getting Things Done (GTD)]]
|-
|-
|Group 7
|Phillip
|Dyrberg
|s164503
|[[Double diamond: A design process model]]
|-
|-
|Group 14
|Amanda Emilie
|Søborg Berthelsen
|s154707
|[[The Johari Window]]
|-
|-
|Group 23
|Nicolai Mossing
|Madsen
|s164515
|[[SMART Goals (Specific, Measurable, Attainable, Relevant, Time-bound)]]
|-
|-
|Group 27
|Marie-Louise Wolfsberg
|Schmidt
|s164417
|[[The Affect Heuristic]]
|-
|-
|Group 4
|Erika Marie
|Strøm
|s203224
|[[Parkinson's Law in Project Schedule Management]]
|-
|-
|Group 16
|Beatrice
|Ranzato
|s202887
|[[X-Matrix Hoshin Kanri]]
|-
|-
|Group 9
|Helene Waldmann
|Jørgensen
|s173891
|[[Lag & Lead]]
|-
|-
|Group 4
|Zahra
|Al-Mosawi
|s193938
|[[Belbin Team Roles in Project Management]]
|-
|-
|Group 14
|William Axel Linderoth
|Michaelen
|s153275
|[[Design-Build]]
|-
|-
|Group 31
|Jesús
|Gracia Yoldi
|s210111
|[[Kanban in APPPM]]
|-
|-
|Group 35
|Katrín Erla
|Bergsveinsdóttir
|s202026
|[[Contingency plans]]
|-
|-
|Group 1
|Cecilie Marie Raagaard
|Christensen
|s160832
|[[Work breakdown structure (WBS)]]
|-
|-
|Group 19
|Ali Jamal
|Jomeh
|s173741
|[[SMART goals: A project management tool]]
|-
|-
|Group 15
|Tobias
|Hyldmo
|s206658
|[[High performing teams]]
|-
|-
|Group 5
|Samah
|Said
|s203228
|[[Business Process Excellence (BPEX)]]
|-
|-
|Group 3
|Emilie
|Torp
|s153320
|[[Goal Hierarchy]]
|-
|-
|Group 3
|Victor Nørregaard
|Schwærter
|s164745
|[[Milestone Planning]]
|-
|-
|Group 9
|Jacob
|Ammitsøe
|s173849
|[[Self-Awareness]]
|-
|-
|Group 18
|Anna
|Bjørn Reland
|s154556
|[[Choosing the appropriate medium (oral – written – hybrids)]]
|-
|-
|Group 10
|Wail
|Atrari
|s170706
|[[The Double Diamond Tool: Prevent budget overruns and delays in your projects]]
|-
|Group 10
|Helená Evin
|Cinar
|s164741
|[[SWOT Analysis Management]]
|-
|-
|Group 10
|Mohammad
|Abou Hassan
|s160101
|[[Implementing SWOT]]
|-
|-
|Group 10
|Ahmet
|Akgül
|s152597
|[[Smart goals (Specific, Measurable, Achievable, Realistic, and Timely)]]
|-
|-
|Group 2
|Amalie
|N. Müller
|s173675
|[[Big five personality traits (OCEAN model)]]
|-
|-
|Group 29
|Pétursdóttir
|Stefanía Ósk
|s202044
|[[Situational leadership - Hersey and Blanchard]]
|-
|-
|Group 10
|Abdulahi
|Hayle Hassan
|s164691
|[[Stakeholder management]]
|-
|-
|Group 27
|Louise
|Landschoff
|s165111
|[[SCRUM - A Project Management Framework]]
|-
|-
|Group 10
|Sara
|Alabiidi
|s164650
|[[The Blake-Mouton Managerial Grid]]
|-
|-
|Group 4
|Felix
|Dressel
|s202965
|[[The SPALTEN Problem-Solving Methodology as a Decision Making Tool in Project Management]]
|-
|-
|Group 11
|Sandra
|Nielsen
|s153370
|[[Conflict ladder]]
|-
|-
|Group 11
|Lise Munch
|Nordheim
|s200400
|[[McGregor's X & Y theory]]
|-
|-
|Group 2
|Simon
|Knutsson
|s202041
|[[Earned Value Management (EVM)]]
|-
|-
|Group 12
|Christoffer
|Askgaard
|s165098
|[[Design the team you need to succeed using Belbin's team roles]]
|-
|-
|Group 24
|Gaute Bø
|Aaløkken
|s202065
|[[Diversity in teams]]
|-
|-
|Group 2
|Lukas
|Tanzer
|s200120
|[[Continuous Improvement]]
|-
|-
|Group 7
|Sofie
|Lundsteen
|s170285
|[[Team roles at work]]
|-
|-
|Group 14
|FIRST NAME
|LAST NAME
|STUDY ID
|[[Applying the Hawthorne studies to project management]]
|-
|-
|Group 3
|Amalie Nordstrøm
|Nielsen
|s153272
|[[The seven characteristic principles]]
|-
|-
|Group 14
|Louise Damborg
|Frederiksen
|s185238
|[[Using Facilitation to Mitigate Bias in a Team Setting]]
|-
|-
|Group 1
|Georg Holger
|Waage
|s163819
|[[Fishbone Diagram]]
|-
|-
|Group 28
|Özgenur
|Baştuğ
|s203033
|[[Variation Orders in Construction Projects]]
|-
|-
|Group 9
|Mads
|Møhlenberg
|s173879
|[[A hybrid consisting of Agile and Stage Gate]]
|-
|-
|Group 29
|Svanhvít Birta
|Guðmundsdóttir
|s203174
|[[Project Milestones]]
|-
|-
|Group 23
|Bente
|Meidahl Münsberg
|s175068
|[[Gantt Charts]]
|-
|-
|Group 27
|Frederik
|Carlsson
|s164345
|[[FAST Goals]]
|-
|-
|Group 11
|Tobias
|Rydahl
|s200471
|[[Using DISC assessment for project team management]]
|-
|-
|Group 7
|Mads
|Støjfer-Hønberg
|s174303
|[[SCRUM - An Agile Project Management Framework]]
|-
|-
|Group 21
|Matthieu
|Buy
|s202925
|[[The Five-Factor Model (OCEAN)]]
|-
|-
|Group 18
|Astrid Helene
|Erecius
|s171013
|[[Choosing communication media for negotiation]]
|-
|-
|Group 44
|Zainab
|Jalal
|s165491
|[[Work Breakdown Structure in project management]]
|-
|-
|Group 2
|Anna Felicia Mai
|Lindström
|s202046
|[[Project Status Reporting]]
|-
|-
|Group 28
|Alberto
|Melloni
|s202894
|[[Pre-mortem analysis]]
|-
|-
|Group 29
|Thore Uwe
|Aye
|s202746
|[[Quality Gates in Project Management]]
|-
|-
|Group 9
|Lydia
|Tsintzou
|s193745
|[[SWOT Analysis Guide]]
|-
|-
|Group 28
|Kendra Ana
|Rodríguez López
|s200182
|[[Choosing by Advantages Decision-Making System]]
|-
|-
|Group 23
|Rasmus
|Engberg
|s164513
|[[RDM]]
|-
|-
|Group 4
|Christine
|Fryland
|s153875
|[[Theory X-Y]]
|-
|-
|Group 28
|Manas P.
|Dalvi
|s210143
|[[Effective Tools for Multiple Project Management]]
-
|-
|Group 12
|Joakim
|Vollertzen
|s163947
|[[Extreme Project Management (XPM)]]
|-
|-
|Group 19
|Shubham
|Ingole
|s200092
|[[Stakeholder Management Strategies]]
|-
|-
|Group 31
|Alvaro
|Bello
|s210447
|[[Forecasting and estimation techniques]]
|-
|-
|Group 09
|Dorothea
|Georgiadou
|s200230
|[[Risk Register analysis]]
|-
|-
|Group 09
|Maria Konstantina
|Papaioannou
|s195550
|[[Fishbone diagram analysis]]
|-
|-
|Group 21
|Kelvin
|Scott-Fordsmand
|s174312
|[[RiskRegister]]
|-
|-
|Group 18
|Christoffer Friis
|Hansen
|s164569
|[[Identifying risk]]
|-
|-
|Group 1
|Giulia
|Zanelli
|s205701
|[[Earned Value Management - EVM]]
|-
|-
|Group 29
|Tinna
|Dofradottir
|s203177
|[[Adaptive Project Framework]]
|-
|-
|Group 23
|Jonatan Larsen
|Edry
|s165499
|[[The iron triangle as an analytical tool]]
|-
|-
|Group 4
|Mikkel Walther
|Hellesen
|s203227
|[[System Readiness Level Index]]
|-
|-
|Group 5
|Yamila Denise
|Aviles
|s203409
|[[Agile Release Train]]
|-
|-
|Group 5
|Kallina
|Karamitsiou
|s202249
|[[Kahneman's dual-system thinking]]
|-
|-
|Group 19
|Prasad
|Jagtap
|s200109
|[[Communication Management using Service Blueprint]]
|-
|-
|Group 3
|Johan Holger
|Rasmussen
|s210512
|[[Daniel Kahneman's two systems of thinking]]
|-
|-
|Group 18
|Sigrún Björk
|Sævarsdóttir
|s200165
|[[The Scrum framework]]
|-
|-
|Group 1
|Francesca
|Pieraccini
|s206673
|[[Double Diamond model]]
|-
|-
|Group 15
|Dionysios
|Dasopoulos
|s202916
|[[Tuckman's Model for Sustainable Team Development]]
|-
|-
|Group 15
|Joern
|Appelt
|s202854
|[[Intrinsic Motivation]]
|-
|-
|Group 23
|Oliver
|Karlsson
|s165080
|[[Double Diamond Model]]
|-
|-
|Group 5
|Victor
|Soler Fuertes
|s206040
|[[OKR - Objectives and Key Results]]
|-
|-
|Group 31
|João
|Ferreira
|s202867
|[[Psychological safety as a key factor to quality and productivity of Organizations]]
|-
|-
|Group 31
|Timo
|Scheitinger
|s202966
|[[The big five (OCEAN)]]
|-
|-
|Group 15
|Maria-Lito
|Glykioti
|s151256
|[[The role of Emotional Intelligence in Project Management]]
|-
|-
|Group 15
|Hafeez
|Ahmadi
|s164137
|[[ISM Principles of Change]]
|-
|-
|Group 21
|Magnus Riis
|Gregersen
|s214321
|[[Gantt Chart Scheduling]]
|-
|-
|Group 18
|Marie Elly Ulricke
|Kristensen
|s144408
|[[Motivation through Theory X&Y from a Project Management perspective]]
|-
|-
|Group 18
|Christopher
|Burgdorf
|s154689
|[[Simple Multi-Attribute Rating Technique (SMART)]]
|-
|-
|Group 5
|Ishak
|Zaaimia
|s164631
|[[Parkinson's Law]]
|-
|-
|Group 11
|Sara Ballegaard
|Laursen
|s193723
|[[Organizational Socialization]]
|-
|-
|Group 19
|Ali Waleed
|Abbas
|s172841
|[[Fishbone diagram for root cause analysis]]
|-
|-
|Group 17
|Cecilia
|Thuy Duyen Nguyen-Cong
|s184300
|[[The 7 Habits of Highly Effective People by Stephen R. Covey]]
|-
|-
|Group 44
|Farah
|Sabri
|s164740
|[[Lack of communication in project management]]
|-
|-
|Group 1
|Shakila
|Khan Malik
|s173780
|[[Risk]]
|-
|-
|Group 27
|Asbjørn Martin
|Kruuse
|s153470
|[[Chairing a meeting]]
|-
|-
|Group 23
|Tummas Dímun
|Mohr
|s160129
|[[Project Dashboards]]
|-
|-
|Group 27
|Vanessa
|Clausen
|s183302
|[[Overcoming small-big projects (Gantt)]]
|-
|-
|Group 09
|Emil
|Ballermann
|s174393
|[[Parkinson's law and how to manage it]]
|-
|-
|Group 4
|Gian Marco
|Grieco
|s202893
|[[Parkinson's Law: achieving more in less time]]
|-
|-
|Group 44
|Shahad
|Abdelaziz
|s122945
|[[Outsourcing]]
|-
|-
|Group 3
|Tais
|Christiansen
|s165131
|[[Relationship of projects, programs and portfolios]]
|-
|-
|Group 4
|Sana
|Ilyas
|s192815
|[[SCRUM framework]]
|-
|-
|Group 5
|Mia Chrstine
|Wheitman
|s206053
|[[The use of Gantt Charts]]
|-
|-
|Group 35
|Sigurjón Bjarni
|Bjarnason
|s202049
|[[The Work breakdown structure(WBS)]]
|-
|-
|Group 19
|Morten Dam
|Laursen
|s200364
|[[Multiple Project Management: Summary, Theory and Improvement]]
|-
|-
|Group 29
|Céline Engelbrecht
|Galea-Larsen
|s147312
|[[Group Development - The Tuckman Model]]
|-
|-
|Group 28
|Hazal
|Alawi
|s180408
|[[The Double Diamond Framework]]
|-
|-
|Group 17
|Xenia
|Jørgensen
|s123633
|[[Teams - Creation and optimisation]]

Using Facilitation to Mitigate Bias in a Team Setting

2021-02-21T11:13:32Z

S185238:

== Abstract ==
Bias is the instinctive feeling we have towards people, potentially without having a reason for the feeling that appears. But feelings play a strong part in how we act towards and treat other people. Making unconscious decisions on how you feel about someone will influence your opinion on them. <ref name="SocialTalent">socialtalent, Siofra Pratt, 9 Types of Unconscious Bias and the Shocking Ways They Affect Your Recruiting Efforts, 2016. https://www.socialtalent.com/blog/diversity-and-inclusion/9-types-of-bias. Retrieved February 10th 2021.</ref> Some well-known biases are gender and racial bias. Neuroscientist Erik Kandel estimated that 80-90% of the human brain works unconsciously meaning that even though you try to be unbiased, a part of you will still exhibit a form of bias. <ref name="Forbes">Forbes, Eric Mosley, How To Identify And Mitigate Unconscious Bias In The Workplace, 2019. https://www.forbes.com/sites/ericmosley/2019/11/05/how-to-identify-and-mitigate-unconscious-bias-in-the-workplace/?sh=9201f93600af. Retrieved February 10th 2021.</ref>

Your biases are often something you have developed from social influence and often not with bad intent, but it affects how we behave and perceive things from our peers<ref name="SocialTalent"/>. In a team setting, bias affects how we perceive our colleagues and behave towards them and it is therefore under the scope of project management - as can be seen in the Guide to the Project Management Body of Knowledge section 11.2.2.4 <ref name="PMBOK">The PMBOK Guide, 2017. https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc//root_slug:viewerType%3Atoc/url_slug:root_slug%3Aguide-project-management?kpromoter=federation</ref>. This also means that the unconscious bias of a project manager can have critical impact on the project setup. The team may not be optimal due to some biases during the hiring process and it can create problems during the project work. The diversity that was needed for the project success will have been stifled by biases<ref name="hbrRedduceBias">Harvard Business Review, Rebecca Knight, 7 Practical Ways to Reduce Bias in Your Hiring Process, June 12 2017. https://hbr.org/2017/06/7-practical-ways-to-reduce-bias-in-your-hiring-process. Retrieved February 10th 2021.</ref>.

The goal of the article is to highlight how unconscious bias affects teams, where in the project lifecycle the biases appear and how to mitigate them.
This article will present several examples of unconscious bias. It will then present ways to combat and mitigate these unconscious biases presented beforehand.
Finally, the article will touch on what limitations there are on working against unconscious bias.

== The Big Idea ==
=== What is Bias? ===
Bias, specifically unconscious or implicit bias is underlying thoughts and stereotypes, that attribute to the attitude a person has to another person or group. It is thoughts that affect how a person understands and engage with other people and groups <ref name="builtin">builtin, Bailey Reiners, 12 unconscious examples and how to avoid them in the workplace. February 18 2021. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>. It is a processing and interpretation of the information in the surrounding world. It is the brains attempt to process and simplify information to reach decisions fast <ref name="wellmind">verywellmind, Kendra Cherry, What Is Cognitive Bias?, July 19 2020. https://builtin.com/diversity-inclusion/unconscious-bias-examples. Retrieved February 21th 2021.</ref>.

Commonly known biases are gender and racial bias, but there are many unconscious biases that specifically come into play when working in a project team.

=== The types of Bias in a Team ===
==== The Dunning-Kruger Effect ====
A well-known example of a bias that affects the individual more than those around them is the Dunning-Kruger Effect.

The Dunning-Kruger Effect is a cognitive bias where people believe they are more knowledgeable and skilled than they are<ref name="dunningkruger">verywellmind, Kendra Cherry, The Dunning-Kruger Effect, June 14 2019. https://www.verywellmind.com/an-overview-of-the-dunning-kruger-effect-4160740. Retrieved February 21th 2021.</ref>. It is an example of poor self-awareness and low ability to estimate what they are capable of. It is a psychological effect that when present in someone leads that person to overestimate their skill, fail to realise that other people may be smarter and admit to their own mistakes <ref name="wellmind"/>. Because of this the Dunning-Kruger Effect can become troublesome for a project manager if one of more team members believe their knowledge and skill level to be what it is not. It can affect the ability to meet deadlines and reach the success intended for the project. This can also apply to the Project Manager themselves. A project manager affected by this bias will generally be failing to meet their goals and have no idea why it is happening<ref name="forbesblock">Forbes, Bryce Walker, Three Psychological Roadblocks That Get In The Way Of Good Management, November 9 2018. https://www.forbes.com/sites/theyec/2018/11/09/three-psychological-roadblocks-that-get-in-the-way-of-good-management/?sh=75727edf3c99. Retrieved February 21th 2021.</ref>. It can also be said that people experiencing the Dunning-Kruger effect suffer from over-optimism.

==== Conservatism Bias ====
As the name would suggest this bias regards the mental aversion some people have to new information – whether it be knowledge or new ways of working. This is especially well-known in the financial sector<ref name="forbesblock"/>. It could also be a project manager refusing to incorporate new software of workways in their new projects. They cling to what they already know even if potential better solutions are readily available. This could also present in a team where some team members have worked on the same thing for a long time before joining. They will be hesitant to work in new ways and with new systems.

Combating conservatism bias is not just trying to accept all new information that you receive. You will still have to be critical of new information and find a balance between what is already known and the new information given<ref name="hrsource">The HR Source, The HR Source, 5 Types of Unconscious Bias in the Workplace, June 11 2018. https://thehrsource.com/5-types-of-unconscious-bias-in-the-workplace/. Retrieved February 21th 2021.</ref>.

==== Affinity Bias ====
Affinity Bias is the tendency we have of favouring people with whom we share interests or similarities. It is this bias that sometimes makes us feel that we are going to like someone without knowing much about them <ref name="hrsource"/><ref name="builtin"/>. An example could be a team with several software programmers. If a new programmer joins the team, that person may automatically steer towards the other programmers because they will have things in common – an action based on a similarity they share without knowing any of the people yet. This can also show in a hiring process where a project manager putting together a team may lean towards people of the same type as themselves<ref name="hrsource"/>.

==== Confirmation Bias ====
Confirmation bias is the tendency to seek out and focus on the information that proves preconceived opinions, regardless of if it is the truth or not<ref name="hrsource"/><ref name="pmbias">ProjectManagement.com, Rich Butkevic, The 8 Cognitive Biases Project Managers Need to Watch For, November 1 2018. https://www.projectmanagement.com/articles/502737/The-8-Cognitive-Biases-Project-Managers-Need-to-Watch-For?PMIwelcome=1&regComplete=1. Retrieved February 21th 2021.</ref>. This bias does not necessarily affect other team members as much as other biases but will still influence the result and success of a project since information can end up being incorrect and hinder progress. It can also affect the team on a people level e.g. together with affinity bias. If you share interests with a team member and already tend to want to choose them for something additional affinity bias can join in on top of that to try and support your attitude.

==== Conformity Bias ====
Conformity bias is the tendency to act like surrounding peers regardless of own opinion<ref name="builtin"/>. There are different types of conformity bias. One is peer pressure. The actions of a person are based on the surrounding peers’ encouragement or discouragement and what the person believes the peers wishes to see. The person wants to fit in. Even though peer pressure is often perceived as a negative thing it can also lead to positive results.

Another conformity bias is the bandwagon effect, where a person will agree to something even though they are not sure it is correct. Either because they believe the majority know something they missed, or they do not want to start an argument<ref name="pmbias"/>. It is a want for cooperation and leans toward groupthink.

A more serious version of the bandwagon effect is the Abilene Paradox, where the need for conformity leads toward a decision that no one wants <ref name="pmbias"/>, which could have detrimental consequences for the project and the team dynamic.

== Application ==
=== Mitigating Bias as a Project Manager and Facilitator ===
A tool to combat unconscious bias is facilitation as mentioned in PMBOK 5.2.2.6. Facilitation as defined in PMBOK 4.1.2.3 is the ability to effectively guide a group event to a successful decision, solution, or conclusion. A facilitator must ensure all contributions are considered and that any situations that happen because of the group even are dealt with - good or bad. A facilitator should strive to ensure that the best team combination possible is composed for the group event and that no unconscious bias has stood in the way of actions being taken during the group event. This group event is for example a project, that should be led to a successful hand-in to a customer or client.

Facilitation is a structured way to help people reach a common understanding and solve problems<ref name="pmifacilitation">Project Management Institute, Tammy Adams and Jan Means, The project meeting facilitator, 2006. https://www.pmi.org/learning/library/project-meeting-facilitator-more-effective-7988. Retrieved February 21th 2021.</ref> - beyond conformity bias. A great part of being a good project manager is therefore also being a good facilitator for your team. Facilitation is a set of skills that requires you to be able to appreciate the current situation and what people are involved. The facilitator should not be presenting knowledge or give advice. The focus should be on guiding discussion in the team towards the defined objectives. It should be goal oriented but also flexible to branch out if needed <ref name="hrsource"/>.

==== The Core Competencies of Facilitation ====
The International Association of Facilitators (IAF) has presented six core competencies which can be seen in the table. This is a shortened version of the original list, which can be found on their website<ref name="iaf">Project Management Institute, IAF, Core Facilitator Competencies, https://www.iaf-world.org/site/sites/default/files/publications/IAF%20Core%20Competencies.pdf. Retrieved February 21th 2021.</ref>.

{| class="wikitable" style="float:right; margin-left: 10px;"
|+The IAF core competencies for facilitation
!Facilitator Competency
!Evidence of the Competency
|-
|rowspan="3"|A. Create collaborative client relationships
|Develop working partnerships
|-
|Design and customize applications to meet client needs
|-
|Manage multi-session events effectively
|-
|rowspan="2"|B. Plan appropriate group processes
|Select clear methods and processes that:
*Foster open participation with respect for client culture, norms and participant diversity
*Engage the participation of those with varied learning / thinking styles
*Achieve a high quality product / outcome that meets the client needs
|-
|Prepare time and space to support group process
|-
|rowspan="4"|C. Create and sustain a participatory environment
|Demonstrate effective participatory and interpersonal communication skills
|-
|Honour and recognize diversity, ensuring inclusiveness
|-
|Manage group conflict
|-
|Evoke group creativity
|-
|rowspan="3"|D. Guide group to appropriate and useful outcomes
|Guide the group with clear methods and processes
|-
|Facilitate group self-awareness about its task
|-
|Guide the group to consensus and desired outcomes
|-
|rowspan="3"|E. Build and maintain professional knowledge
|Maintain a base of knowledge
|-
|Know a range of facilitation methods
|-
|Maintain professional standing
|-
|rowspan="3"|F. Model positive professional attitude
|Practice self-assessment and self-awareness
|-
|Act with integrity
|-
|Trust group potential and model neutrality
|}

Situations of where facilitation is especially important is when there is a challenging group dynamic or some rivalry in the team. The challenging group dynamic is not necessarily due to disagreement in the group but can be because of bias among the group members.
As can be seen in the picture in point B-F specifically, a facilitator will have to be open to the fact that there is probably some sort of bias in their team one way or another and work with it. Point A is mainly client based and has been left out.

===== Plan Appropriate Group Processes =====
In point B the focus is on the group processes which are of course very important to a project manager and facilitator. There is an important focus on making sure that all participants are with what is happening regardless of how they work and think. Especially the Dunning-Kruger Effect, conservatism, and conformity bias plays in here. The goal is to achieve a high-quality outcome and it these three biases could be a hindrance at this point. If people think too highly of themselves and what they can, try and hide that they do not understand everything, or they disagree it could have a great impact on the result.
Preparing time and support factors for the team and its processes will aid in a better team dynamic and communication amongst the team members. This includes a simple thing such as deciding where the meeting is held and trying to be effective with the time, but it also includes creating the appropriate atmosphere needed for the team meeting to run smoothly – whatever that atmosphere is. <ref name="pmimanager">Project Management Institute, Gary Rush, The facilitative project manager, October 19 2008. https://www.pmi.org/learning/library/the-facilitative-project-manager-69701. Retrieved February 21th 2021.</ref>.

===== Create and Sustain a Participatory Environment =====
In point C the facilitator can make several moves to combat building bias in the team, since it concerns sustaining a good team environment. [[Active listening]] is a part of this step amongst other things. Active listening also helps combat bias as it requires the listener to keep their mind open and positively engage in the conversation. This point also requires effective verbal communication which combined with active listening will lead to a more open and positive environment. Active listening and opening for the communication will help members identify what assumptions they have and recognize if there is any conflict that needs attention.

An open and positive team environment will give the team members a chance to provide feedback to each other, which will also help combat biases such as Dunning-Kruger and better self-awareness. The best way to combat wrong self-assessment is to ask the people around you how they see it. Facilitation should manage disruptive behaviour in the team and create a safe environment for discussion and resolution of conflict. The diversity a team often has should be a benefit and be utilised instead of it being a hindrance for the team working well together. 55% of meetings are dominated by one or two people and 32% of people fear getting fired for telling the truth <ref name="pmifacilitation"/>. This should not be a problem in an open and positive team environment.

Point C is very heavily team based for a facilitator and how point 3 is handled will influence how well the team dynamic will be. It is however not only up to the facilitator alone to ensure a good team environment. They should guide in the right direction, but if the team is not ready and open to creating an openminded space the work could be obstructed.
It is also important to ensure that the team is on the same page regarding the project. This can be done in the initiating phase with a project charter as described in 4.1 under Project Integration Management in the PMBOK guide <ref name="PMBOK"/>. This could potentially also help create an affinity bias in the team members towards each other since people will know that they all have the same goal. This is also applicable regarding 4.4 in the PMBOK guide about managing project knowledge.

===== Guide Team to Appropriate and Useful Outcomes =====
Point 4 suggest that the project manager as the facilitator should be a guide for the project team. It surrounds the sensitivity and agility of the project manager – how good is the project manager at adjusting as needed during the project and meet new wishes from the client while still keeping the team satisfied even though some objectives may have changed. They should be the help the team needs to continue their work as best as possible when potential bumps show themselves<ref name="pmimanager"/>. The change can both be an objective one from the client but also change in the team dynamics and evolvement in the team.

===== Build and Maintain Professional Knowledge =====
Point E is mainly based around the facilitator’s abilities. The facilitator should understand the dynamics of change and understand how different actions and decisions affects the teamwork going forward<ref name="iaf"/>. The facilitator should continuously gain awareness of new information and reflect on the learnings<ref name="iaf"/>. These reflections and learnings could lead to changes in the team dynamic and how the team works best. The facilitator must not become stagnant in there was and should always educate themselves on if there are new and more appropriate methods for what they are working on. These ideas can come from other project managers or even team members.<ref name="pmimanager"/>

This is applicable in directing and managing the project work as described in 4.3 in the PMBOK guide.<ref name="PMBOK"/>

===== Model a Positive and Professional Attitude =====
Point F surrounds the focus that is that the project manager as a facilitator will be the role model for the team and what is acceptable behaviour. They set the tone and this point requires self-awareness from the project manager. They should remain neutral and use facilitating methods to solve potential problems. Showing the team members respect and listening actively will for example set the precedence and will give the team members a feeling of what is expected of them<ref name="pmimanager"/>
.
== Limitations ==
Since cognitive bias is a systemic error in thought processes<ref name="wellmind"/> it already shows that the brain is only able to handle so much information. It is a thing that creeps its way into your brain and influences how a person’s attitude and actions are in the world. Since 80-90% of the brain works unconsciously, it shows that even though a person tries to try to avoid bias and counteract it in their behaviour it is difficult to be completely rid of. Especially since it is easier to see bias in other people than one self<ref name="wellmind"/>. The biases can be deep rooted and to the person in question be very well hidden – especially if it is a mild case of bias.

Attempting to counter bias in a team setting requires an openness from the entire team, that some people may not be onboard with. They may fear exposing their flaws or deeply believe that they are not affected by it. It requires a high level of self-awareness. Even if the team is educated on bias and become aware of some that affect them, they can choose to hide them for self-serving purposes or they may be so heavily affected by the Dunning-Kruger effect that they truly do not realise the biases present.

The Dunning-Kruger effect and overoptimism bias can hinder the level of self-awareness needed for an open environment. As the best way to combat the biases is to ask other people for an evaluation it can also very heavily depend on how willing those people are of speaking their mind of a person’s performance. They may fear the reaction from that person and what an honest answer could possibly do to a relationship. At the same time, if a person asks to be evaluated but then do not actively listen to what is said, it will end up just being wasted time with possibly added strain to the atmosphere. The person asking for pointers will have to listen and critically think about their own performance and behaviour and people tend to believe that bad things are happening to them and not because of them. It will require people to not be self-serving but put the team dynamics over their own agenda.

Some would say that project managers are naturally good facilitators, but it is up for debate if this is true. A subject that has an entire association and certification connected to it would suggest that good facilitation takes training and constant development. Definition wise the two are not the same. A project manager oversees the planning and execution of a project, while a facilitator is responsible for leading the work of a group <ref name="medium">Medium, Kris Blimling, Facilitator & Project Manager — What’s The Difference?, October 10 2016, https://medium.com/@KBlimling/facilitator-project-manager-whats-the-difference-8fcd4166b19. Retrieved February 21th 2021.</ref>.. It is two different processes the roles look at; however, both are experts in their respective processes and therefore share a common ground. The project manager will also often find themselves in the role of the facilitator<ref name="pmifacilitation"/>. This can be said to both be a good and bad thing. If the two share a common ground then the project manager will be able to do the role of the facilitator, but potentially without formal training.

== References ==
<references/>

Active listening

2021-02-21T10:56:54Z