Eva should do these steps:
Use an experienced facilitator who is comfortable managing difficult conversations and people.
Make it voluntary. People who are forced to participate can become hostile, resentful and defensive.
Set ground rules so that participants feel safe to explore uncomfortable topics.
Make learning interactive and experiential. "No one likes to sit and listen to someone blab for two hours," Kim said.
Provide practical, actionable steps that people can use to help them overcome unconscious biases.
Arrange to continue the discussion. Training is not a silver bullet; it's the beginning of an ongoing discussion.
There's a disturbing paradox in the American workplace. As organizations look to reap the benefits of a diverse, multicultural and inclusive workforce, the countervailing force of racism often undermines that effort, creating challenges that HR often is responsible for overcoming.
Binna Kandola, a British business psychologist and author of Racism at Work: The Danger of Indifference (Pearn Kandola Publishing, 2018) likens racism to a virus that lingers in organizations because people have internalized racist stereotypes.
"Unless we are prepared to have a discussion about the impact of stereotypes and how they affect decisions that are made within organizations, we are not going to make any more progress toward eradicating racism," Kandola said.
In the workplace, racism most often manifests itself through microaggressions, which are defined as indirect, subtle or even unintentional acts of discrimination against members of a marginalized group. They may take the form of stereotyping, "othering" or avoidance.
"Microaggression is the modern form of racism," said Jonathan Kanter, director of the Center for the Science of Connection in Seattle. "To reduce racism, we need to decrease microaggression."