The 'Ingroup versus Outgroup' bias: how it affects our decisions and relationships (and how to manage it)

Ingroup versus Outgroup in fact leads people to attribute positive characteristics to behaviours enacted by members of the Ingroup and negative characteristics to similar behaviours enacted by those of the Outgroup. And at the same time, to favour individuals perceived as belonging to their group (Ingroup) over those perceived as being outside (Outgroup).

It remains harmless if it stops at simple negative remarks about those who prefer pandoro to panettone; it becomes very dangerous when it creeps into reasoning such as 'They are aggressive. We respond violently, but we do well, because we are defending ourselves!"

This bias can manifest itself in many situations of social categorisation based on nationality, gender, age, educational background, or even professional preferences.

Try to think of corporate situations where we feel Ingroup compared to others: during a merger or amalgamation, in confrontation with other functions or departments, in working with people belonging to different generational brackets...

How many times has the mechanism of 'we are better, they are worse' or 'we are right, they are wrong' been triggered? How many times has this led us to become rigid and lose clarity and objectivity in our decisions?

What to do then with this bias?

In a world that advocates respect for differences and inclusion, it is crucial to unveil its presence in our thoughts and decisions; to highlight its effects and dangers, and to identify effective ways to consciously manage it.

Each of us can, on an individual level:

- Expand one's social experiences by seeking contact with people from different groups, and thus become part of more possible Outgroup realities than one normally tends to do

- Learning to reason by empathically putting oneself in the shoes of others

- Always try to ask yourself whether you are not activating similar behaviours to those you are judging and categorising

In the work environment, we can also:

- Creating heterogeneous teams to encourage collaboration between different groups

- Defining common goals that transcend group affiliations

- Soliciting external feedback to verify the presence of in-out group dynamics in different work situations

The insidious nature of the Ingroup versus Outgroup bias requires a proactive and structured approach to be identified and mitigated.

People and organisations that recognise this bias and implement effective strategies to counter it not only improve their own decision-making capabilities, but help create a climate and context more capable of understanding and accepting diversity, turning it into richness and value.

And perhaps, little by little, they can also contribute to improving the world.

*Founder&Partner bbsette - Consulting, Training and Professional Games.