A dual‐process framework for diversity training to reduce discrimination in organizational settings

Abstract

AbstractDisputes about the value of Diversity Training (DT) stem partly from disputes about what DT should entail and what its expected outcomes should be. We answer previous reviews’ calls for approaches to DT that are grounded in empirically supported theoretical frameworks. Specifically, and based on longstanding theory and research on attitude–behavior relations, we offer a dual‐process framework that identifies key factors for interventions to reduce individual‐level discrimination in organizational settings, including (a) automatic attitudes/bias, (b) awareness of the impact of bias, (c) motives relating to egalitarianism and conformity, and (d) the opportunity to engage in deliberative decision making. We offer suggestions, where available, for how DT might employ basic research known to impact these factors to construct more effective interventions. Finally, we offer guidance for targeted rather than “one‐size‐fits‐all” approaches to DT and advocate for an integration of DT tailored to individuals with structural interventions tailored to organizations.