Being human, we all have personal inclinations and preferences. When we make some decisions very quickly, we are likely to fall into our choices of personal views more than the objective realities and statistical analysis. Biasness takes place almost unconsciously in our daily life experiences. It happens when we pick a decision, make a judgment or accept opinions, even giving some priorities to someone. Biasness originates from own views, faith, emotional attachment, race, color, caste, language, gender, demographical orientation, and many more unseen elements.
Psychologists have defined different kinds of human behavior related to bias when deciding and acting on some issues. Our brain takes any information to be correct, which comes to us first. This phenomenon is called anchorage bias. By the effect of availability bias, people get inclined to something which is made more available by media. People do not make their minds by the statistics or facts, but they make it by the influence of the media propagation. The bandwagon effect occurs in our mind when most people want to be with the majority, or popularity ignores logic. Often people want to ignore negative information and always try to be with information that makes them happy, which is known as the ostrich bias effect. The Halo effect makes us believe a person to be the most appropriate in some assignment as certain good qualities in other areas make a spillover impression about them, and the horn effect does the opposite.
Affinity biases are the most common of all kinds, which relates to the inclination to favor people who remind us of ourselves. We tend to give certain privileges to our known people while hiring, posting to suitable appointments, promoting, or even providing some personal or organizational amenities. It seems a noble effort to help people of known, but in most cases, being biased leads us to injustice for others in the queue. The tendency is so inbuilt in human character that affinity bias occurs even someone considers himself most impartial, rational, and egalitarian and has no stated prejudice against other people or groups. It takes place at the subconscious level of the human mind, and sometimes we remain unaware of why we are making some decisions in favor of someone. Leaders possess more human qualities than ordinary people; hence, many leaders easily fall into affinity bias. A man who can identify and act beyond that loop is different from ordinary leaders.
Biasness acts against justice and the image of being impartial. It causes wrong choices, inappropriate decisions and allows discrimination in the organization or a team. Discrimination is one of the most notable causes for many leaders failing to reach greater heights in leading people. Good leaders are rational to each member and the organizational interests, and they always remain impartial. They always carefully practice justice as a leadership principle and make fair decisions that holistically relate to all. These leaders are always conscious of being impartial and emphasize enduring a culture that does not promote or acknowledge affinity.
Do not allow discrimination in your team. Treat all equitably, especially when providing some benefits or assigning tasks.