Emotional inteligence
themselves that he's just unusual, or "he's beendrinking."The tenacity of subtle biases may explain why, whileover the last forty years or so racial attitudes of Americanwhites toward blacks have become increasingly moretolerant, more subtle forms of bias persist: people disavowracist attitudes while still acting with covert bias. 12When asked, such people say they feel no bigotry, but inambiguous situations still act in a biased way—thoughthey give a rationale other than prejudice. Such bias cantake the form, say, of a white senior manager—who believeshe has no prejudices—rejecting a black job applicant,ostensibly not because of his race but because hiseducation and experience "are not quite right" for thejob, while hiring a white applicant with about the samebackground. Or it might take the form of giving a briefingand helpful tips to a white salesman about to make acall, but somehow neglecting to do the same for a blackor Hispanic salesman.Zero Tolerance for Intolerance306/661If people's long-held biases cannot be so easily weededout, what can be changed is what they do about them. AtDenny's, for example, waitresses or branch managerswho took it upon themselves to discriminate againstblacks were seldom, if ever, challenged. Instead, some
307/661managers seem to have encouraged them, at least tacitly,to discriminate, even suggesting policies such asdemanding payment for meals in advance from blackcustomers only, denying blacks widely advertised freebirthday meals, or locking the doors and claiming to beclosed if a group of black customers was coming. AsJohn P. Relman, an attorney who sued Denny's on behalfof the black Secret Service agents, put it, "Denny'smanagement closed their eyes to what the field staff wasdoing. There must have been some message . . . whichfreed up the inhibitions of local managers to act on theirracist impulses." 13But everything we know about the roots of prejudiceand how to fight it effectively suggests that precisely thisattitude—turning a blind eye to acts of bias—allows discriminationto thrive. To do nothing, in this context, isan act of consequence in itself, letting the virus of prejudicespread unopposed. More to the point than diversitytraining courses—or perhaps essential to their havingmuch effect—is that the norms of a group be decisivelychanged by taking an active stance against any acts ofdiscrimination, from the top echelons of managementon down. Biases may not budge, but acts of prejudicecan be quashed, if the climate is changed. As an IBM executiveput it, "We don't tolerate slights or insults in any
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themselves that he's just unusual, or "he's been
drinking."
The tenacity of subtle biases may explain why, while
over the last forty years or so racial attitudes of American
whites toward blacks have become increasingly more
tolerant, more subtle forms of bias persist: people disavow
racist attitudes while still acting with covert bias. 12
When asked, such people say they feel no bigotry, but in
ambiguous situations still act in a biased way—though
they give a rationale other than prejudice. Such bias can
take the form, say, of a white senior manager—who believes
he has no prejudices—rejecting a black job applicant,
ostensibly not because of his race but because his
education and experience "are not quite right" for the
job, while hiring a white applicant with about the same
background. Or it might take the form of giving a briefing
and helpful tips to a white salesman about to make a
call, but somehow neglecting to do the same for a black
or Hispanic salesman.
Zero Tolerance for Intolerance
306/661
If people's long-held biases cannot be so easily weeded
out, what can be changed is what they do about them. At
Denny's, for example, waitresses or branch managers
who took it upon themselves to discriminate against
blacks were seldom, if ever, challenged. Instead, some