For reference in preparing recruitment workshops on implicit bias.

Resources provided by other ADVANCE programs

(Article) Molly Carnes, Jennifer Sheridan, et al., Promoting Change Through Bias Literacy.  “This piece from the Journal of Diversity in Higher Ed provides a great deal of detail about the workshops, and if you click on the link to the supplemental materials [p. 1], there is a file online that includes the two case studies we use in the workshop. “—Jenn SheridanFlorida State University  Carnes_etal_BiasLit_2012

(Dr. Borman’s ADVANCE project), Faculty Recruitment for Diversity and Excellence:

(Presentation) Stephen Bernard, Indiana University, Implicit Bias and Diversity and Higher Education  Benard_ImplicitBias_091309-1

(Article about bias in hiring a lab manager) Science faculty’s subtle gender biases favor male students, by Corinne A. Moss-Racusina,b, John F. Dovidiob, Victoria L. Brescollc, Mark J. Grahama,d, and Jo Handelsman  bias in hiring lab manager

(Presentation) Leading by Example, Avoiding Unexamined Bias, by Jennifer Schneider, Univ. of Colorado CCAS

(Article) National Center for State Courts, Helping Courts Address Implicit Bias; Strategies to Reduce the Influence of Implicit Bias  IB_Strategies_033012

(Presentation, based on WISELI SearchhBook ) SUCCEED, Supporting UIC’s Commitment to a Community of Excellence, Equity and Diversity, by Univ. of Illinois, Chicago  UIC_SUCCEED PT_Presentation_5Feb2013

(Brochure) Reviewing Applicants, Research on Bias and Assumptions, by WISELI  BiasBrochure_2ndEd

(Examples) Letters of Recommendation  Letters of Recommendation_Bias

(Examples)  Letters of Recommendation run through Wordle  Letters of Recommendation_Wordle

(Article) Gender and Letters of Recommendation for Academia-Agentic and Communal Differences, by Juan Madera, Michelle Heble, and Randi Martin  rec letter study 2009

Presentation to STEM-UP PA Leadership Team of the SearchBook topics by Dr. Eve Fine and Dr. Jennifer Sheridan WISELI Briefing_VideoConf JUN 6, 2012

Case Studies

One thing we do when we use case studies that has been VERY successful is that we use them as a “readers’ theater”.  We ask for volunteers to become the characters in the case study, and read their statements out loud.  We find that this engages the audience tremendously–they get actively involved, sometimes using voices and gestures as they read!  We love this method so much that we have re-written prose case studies we’ve come across as “readers’ theater” with characters, to liven up the discussion.
—Jenn Sheridan

We created a number of case studies as part of our LEAD workshops.  You can find them here:

Also, we converted one of the case studies, about faculty recruitment, to a film sketch. You can read more about that here:  and order a [free] copy of the DVD film and facilitation guide.

—Joyce Yen, Univ. of Washington

DCS A Case for Tenure Denial with Guide


Implicit Bias resources from STEM-UP PA literature review (and Margaret’s reading notes)

(Book chapter, not provided) Valian, V. (2006) “Beyond gender schemas: improving the advancement of women in Academia.”  In J.M. Bystydzienski, & S.R. Bird, Removing barriers: women in academic science, technology, engineering, and mathematics (pp 303-319).  Bloomington: Indiana University Press.


Include specific methods of improving search procedures:  Since too few women are from top institutions (women are underrepresented at this institutional level), use productivity as a measure of quality, rather than institutional affiliation.  Contact schools with high women/minorities as undergrads.  Women are more likely to do interdisciplinary work; avoid narrow job descriptions that undervalue interdisciplinary work.  Spread the power of who writes job descriptions.  Be welcoming at every encounter with applicants.

Hunter College gender equity project:  The author provides a list of gender equity publications online:  Tutorials on gender equity are also online:

(Article) Role Congruity Theory of Prejudice Toward Female Leaders, by Alice Eagly and Steven Karau   Eagley_Role_Congruity_Theory


Article proposes and tests a theory of prejudice toward female leaders.  Prejudice toward female leaders follows from the incongruity that many people perceive between the characteristics of women and the requirements of leader roles.  Gender roles and social role theory are described.  Specifically, women’s association with communal characteristics and men’s association with agentic characteristics are responsible for the prejudice.

Women who are effective leaders tend to violate standards for their gender when they manifest male-stereotypical, agentic attributes and fail to manifest female stereotypical, communal attributes, may be unfavorably evaluated for their gender role violation.