Affinity Bias: An Overlook Threat to Diversity, Equity and Inclusion Efforts, by Jonathan H. Westover PhD

Abstract: Having a diverse, inclusive, and equitable workplace has become an important priority for many organizations today, however, diversity alone does not guarantee inclusion or equity as unconscious biases like affinity bias can undermine efforts if left unchecked. Affinity bias refers to the tendency to form stronger connections and have more positive feelings towards others similar in attributes, stemming from cognitive processes that view similarity as trustworthy, commonly impacting opportunities in organizations. It persists due to forces like homophily naturally gravitating towards similarity, unconscious biases operating below awareness, lack of diversity allowing similarity as default, conformity pressures, and more apprehension evaluating dissimilar others. If unaddressed, negative impacts include less diverse pipelines and leadership over time, inequitable experiences and outcomes, lower innovation and problem-solving, and loss of talent. Research shows affinity bias can be overcome through intentional efforts across organizational levels including designing fair structures and systems like instituting consistent talent criteria, unconscious bias training, diverse interview panels and anonymous screening, as well as enhancing diverse social networks through mentoring, sponsorship, and networking programs, providing ongoing DEI learning delivered to all employees on topics related to identity, privilege and inclusion, and modeling inclusive behaviors through KPIs and goals linked to diversity accountability in performance reviews, challenging exclusionary behaviors, and appointing C-level oversight. A case study demonstrates how one firm systematically addressed affinity bias threatening diversity goals through training, anonymous assessments, consultant evaluation, a new sponsorship program, and ongoing learning with leadership commitment and reporting that narrowed representation gaps and improved inclusion within two years. Leaders must recognize affinity bias and commit to fair processes and empowering connections to build truly inclusive cultures reflecting society.