One of the best-known studies of bias in hiring is the “blind audition” study. This study, conducted in 1997, explored hiring practices at American symphony orchestras – specifically, whether “blind auditions”, when musicians play for the hiring committee while hidden behind a screen, made a difference in how many female musicians were hired. The “blind audition” study demonstrated how bias could affect hiring decisions, even when the hiring process was designed to be as neutral and objective as possible.
However, the study only addressed gender bias in hiring. Now there are suggestions that the findings from that study could be built on to address racial and ethnic bias. Although, like the “blind audition” study, these suggestions are based in the world of symphony orchestras, they have relevance to any kind of workplace.
Claudia Goldin and Cecilia Rouse, the authors of the “blind audition” study, were curious as to why the number of women in US symphony orchestras had dramatically increased from the 1950s to the 1980s, even though the percentages of women graduating from classical music schools did not significantly change during that time.
When Jennifer Berdahl was appointed to a faculty position in the University of British Columbia (UBC) Sauder School of Business, a UBC press release quoted her as saying that she intended to “create change by having a dialogue directly with people in organizations”. But during this past week, a dialogue between Berdahl and UBC has turned into a situation that has gotten a lot of attention.
I want to look at this situation not only because of how badly UBC is handling it, but also because it illustrates how addressing an organization’s diversity issues in an meaningful way requires much more than just public statements.