DEI trainings don’t work because one of the concepts on which they are based is junk science.
In the Wall Street Journal, Mahzarin Banaji and Frank Dobbin recently published “Why DEI Training Doesn’t Work—and How to Fix It,” a defense of implicit-bias research in the guise of a critique of current corporate diversity, equity, and inclusion trainings. Banaji is one of the two inventors of the concept of implicit bias, and of the related implicit association test (IAT). She and Dobbin hope to acknowledge the flaws of DEI trainings while preserving implicit-bias research—and the associated program of political activism. The authors lament that DEI trainings elicit shame in their subjects, and that they are largely being used to bolster workforce-management policies against possible litigation. Their problem with DEI trainings is not that they are discriminatory, but that they do not strike the right tone:
Reminding managers that they can use these tools to suss out problems and nip them in the bud helps them to feel capable of managing biases and microaggressions. When managers use these skills, they retain women and people of color for long enough to come up for promotion. . . . training isn’t designed to blame people for their moral failings. Instead, it’s galvanizing them to support organizational change by arming them with knowledge.
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