CIICPD 2023

Figure 2: The Critical Incident Cycle (Sieglová, 2023)

3. Data Analysis Data analysed in this section will be presented in three categories. The first category consists of six types of unconscious biases selected to demonstrate the most frequent situations participants faced in their practices. In the second category, three sample situations as model critical incidents were analysed in detail to show the process of making realisations leading from first-hand impulsive reactions to controlled decisions and actions. The third category then highlights the importance of training and formal professional development through the participants’ realisations made during the training sessions and reflected upon as feedback to the trainers and organisers. The data collected from the training sessions were directly translated from Czech into English for the purpose of this paper with limited editing for the sake of anonymisation. 3.1 Unconscious Biases in Practice During the 17 training sessions of Lab1, both trainer tandems carried out Mentimeter pools prompting participants to recognise concrete situations of varied types of unconscious biases and their frequency in their leadership practice. The table below (Figure 3) thus shows the cumulative results of the participants’ 12 most frequently experienced particular types of biases in the context of ŠA. Indicating that Czech managers’ common pitfalls related to authority bias, planning fallacy or status quo. A sample of six types of biases that related to the topic of managing diversity in corporate practice and were most frequently brought up during the training discussions, were selected for analysis below, namely the authority bias, status quo bias, halo effect, stereotyping, not-invented-here bias and in-group bias, to demonstrate them in practice. This selection picked out not only the results of the polls illustrated in

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