CHAPTER 11
CREATING ORGANIZATIONAL EQUITY
Imagine an assembly-line engineer is asked to fix the machine that continually spits out faulty widgets. They keep reviewing the pieces going into the machine and spend their time making sure those are the right pieces and that they’re going into the machine in the right order.
But the machine continues to churn faulty widgets. So, the engineer returns and once again spends their time reviewing what’s going into the machine. Just to be sure it’s fixed this time, they get new pieces to input into the machine. But the machine continues with its faulty production.
What are they missing?
It seems obvious, ...
Get Thinking at the Speed of Bias now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
