Apply a premortem to identify where bias could quietly derail a people decision.
A team is close to a final people decision and the room’s confidence is making it less likely that hidden bias risks will be named spontaneously. Imagine the decision failed because the process was unfair, then look backward for the warning signs you can still address now. The common trap is running the premortem only on business risk and never on fairness risk, as if bias could not be part of what later makes the decision look weak. 1 Declare the thought experiment: imagine that six months from now the team concludes this hiring or promotion call was clearly unfair…
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