Equity and Communication
First Edition ©2025 Joanna Wolfe Formats: E-book
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Authors
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Joanna Wolfe
Joanna Wolfe (Ph.D., University of Texas at Austin) is Director of the Global Communication Center at Carnegie Mellon University, where she develops new methods for improving communication instruction across the university. She is the author of numerous scholarly articles on teamwork, gender studies, collaborative learning technology , technical writing, and rhetoric Her research on collaborative writing in technical communication classes won the 2006 NCTE award for best article reporting qualitative or quantitative research in technical and scientific communication.
Table of Contents
Chapter 1: Breaking the bias habit
Case Study: What is in a name?
For Discussion: The effects of a name
Implicit bias is pervasive
For Discussion: What are the inequities anyway?
Implicit biases can be reduced with sustained effort and strategy
Callout: Implicit biases are not just an individual problem
Exercise 1.1: Take two implicit bias tests
There are evidence-based strategies for reducing implicit bias
For Discussion: Visualize yourself using the bias reduction strategies
We need external structures as well as internal change
Advocating for organizational change means persuading others to reduce bias
Focus on actions rather than mindsets
For Discussion: Mindsets vs. Actions
Appeal to values other than equity when advocating for actions
Exercise 1.2: Appealing to values other than equity
Distinguish between action-based and philosophical arguments
For Discussion: Action-based versus philosophical arguments
Callout: Limit “controlling” arguments that make people feel pressure to comply
Is this book for me?
Summary
Exercise 1.3: Keep a bias-breaking diary
Chapter 2: Overcoming Inequities in Conversations and Meetings
Intrusive interruptions reinforce power dynamics
Callout: Not all interruptions are intrusive
Implicit biases determine whose ideas are heard
Exercise 2.1: Analyze a meeting
Conversational inequities are bad for organizations
Individual actions you can take to serve as an ally
1. Practice counter-stereotypic imagining before meetings
2. Use your voice to include others
3. Manage your own interruptions
4. Reflect and follow up after the meeting
For Discussion:
Structural changes to make meetings more equitable
1. Institute a “no interruptions” rule
2. Take turns
3. Adopt decision-making rules
4. Use polling, text-based discussion, and other tools
5. Collect post-meeting feedback
Callout: When people resist structure
For Discussion:
What if you are the one being interrupted?
What to say: Scripts for reducing conversational inequities
For Discussion: Advocating for equity
Summary
Exercise 2.2: Reflect on your own conversational interactions
Exercise 2.3: Disrupt conversational inequities
Chapter 3: Making Evaluation and Feedback Fair and Equitable
Case Study
Evaluation and feedback are pivotal to our growth and development
Common biases in evaluations and feedback
Stereotype fit governs who we perceive as competent
Callout: In-group biases
People with low stereotype fit have their personalities criticized
People with low stereotype fit receive inflated feedback relative to their evaluation scores
Underrepresented individuals receive less actionable advice
Ambiguities accelerate bias
Exercise 3.1: Generic Performance Evaluation
Creating a system: Actions that can make evaluation and feedback more equitable
Exercise 3.2: Rewriting criteria to be less subject to bias
Collect data
Exercise 3.3: Considering evidence
Evaluate one criterion at a time across all individuals
Equalize feedback
For Discussion: Actionable Feedback
Exercise 3.4:
Communicate that your standards are consistent for everyone
Conduct feedback reviews and hold reviewers accountable
What to do if you are on the receiving end of biased feedback
If you believe that you have received inflated or vague feedback…
If you feel that you have received a biased evaluation or biased feedback….
Advocating for change in organizations
For Discussion: Arguments for change
Summary
Exercise 3.5: Reflect on a recent evaluation
Chapter 4: Biases in hiring, promotion, and salary negotiations
Inequities in networking, sponsorship, and mentoring
Steps institutions can take to reduce inequities in networking
Steps job-seekers can take to navigate inequities sponsorship and networking
Exercise 4.1: Attitudes towards networking and mentorship
Inequities in negotiation and self-advocacy
Steps institutions can take to reduce inequities in negotiation
Steps job-seekers can take to navigate inequities in negotiation
Exercise 4.2: Reframe the focus
Inequities in job postings
For Discussion: Fixed vs. Growth Mindsets
Institutions can describe the position and organization to attract diversity
Job-seekers should apply for “stretch” jobs
For Discussion: Words and phrases to attract diverse individuals
Exercise 4.3: Language of job postings
Inequities in job interviews
Institutions can conduct structured interviews and resume reviews
Job-seekers can try to redirect unstructured interviews
Other communication strategies that those with influence can adopt
Tailor rejection notices with care
Be an advocate
Advocating for organizational change
For Discussion: Advocating for equity
Summary
Exercise 4.4: Reflect on your job search and negotiation strategies
Chapter 5: Reducing Bias by Improving Cross-Cultural Communication
Callout: World Englishes: A Case Study
Common Biases Affecting Cross-Cultural Communication
Accentism
Grammar and Style Bias
Cultural ethnocentrism
For Discussion: Reducing implicit biases based in cultural ethnocentrism
Listening through cultural differences
Realize that you will quickly become a better listener
Learn how to ask for clarification
Research common pronunciation challenges and substitutions
Exercise 5.1: Research pronunciation patterns
Pick an environment where you can see body language
Use writing to help supplement speech
Practice patience, understanding, and respect
Reading and writing across cultural differences
Common cultural differences in writing and organization
Exercise 5.2: Cultural differences in document design
Co-authoring with someone from another culture
Speaking and communicating across cultural differences
Avoid idioms and slang
Exercise 5.3: Idioms
Use gestures and visual stimuli
Callout: Avoid emblematic (or symbolic) gestures
Exercise 5.4: Gestures
Speak slowly and reword if you see signs of confusion
Check in frequently
For Discussion: Practice checking in
Minimizing cross-cultural miscommunications
Research nonverbal communication
Research politeness norms
Research your audience’s culture
Surface disagreements
Exercise 5.5: Research politeness norms
Communicating as a non-native speaker
See the benefits of your accent
Callout box: Be cautious about calling attention to accents, even to compliment them
Give people permission to ask for clarification
For Discussion: Communicating as a non-native speaker
Advocating for organizational change
For Discussion: Advocating for equity
Summary
Exercise 5.6: Reflect on your cross-cultural interactions
Chapter 6: Communicating with Ability in Mind: Overcoming the Deficit Mindset
Improving access adds value
Designing meetings for universal communication
Amplify speech and minimize distractions
For Discussion: Making live events accessible
Designing documents for universal communication
Use built-in headings and styles
Anchor links with descriptive text
Provide alternative text for images
For Discussion: Captions and alt text
Exercise 6.1: Crafting captions and alt text for three non-decorative images
Do not rely on color alone to convey information
Avoid ALL CAPS
Simplify content and style
Use accessibility checkers
Exercise 6.2: Designing accessible documents
Normalize accommodating difference
Callout: The Limits of accommodations
Be proactive in asking if people need support
Ask about accommodations when scheduling events
What if you need to advocate for your own accommodations?
Advocating for organizational change
For Discussion: Advocating for equity
Summary
Exercise 6.3: Reflect on a public meeting or event
Exercise 6.4: Reflect on an accommodation you could have benefitted from
Chapter 7: Cultivating Psychological Safety
Case Study
Psychological safety is good business
Psychological safety lays the groundwork for equity
For Discussion: Laying the groundwork for psychological safety
What you can do to make peers feel psychologically safe
Callout: A note on authenticity
Practice active listening
For Discussion: Practicing active listening
Discuss mistakes analytically by exploring root causes
For Discussion: Role-playing root cause analysis
Raise complaints and issues using a positive, future focus
Exercise 7.1: Crafting positive, future-focused statements
For Discussion: Root cause analysis vs. Positive, future-focused complaints
Provide support if you notice someone treated unkindly or unfairly
How team leaders and managers can create psychological safety
Seek out difference
Share your own past mistakes with your team
For Discussion: Sharing past feedback
Be transparent and open about decisions
Measure psychological safety
What if you do not feel psychologically safe?
Recognize that feeling out of place is normal and temporary
Get to know people
Learn strategies for raising issues diplomatically
Exercise 7.5: Advocacy-Inquiry Statements
Suggest that your organization measure psychological safety
Advocating for institutional change
Summary
Exercise 7.3: Keep an accountability diary
Appendices
Appendix 1: Median salaries by race and gender
Appendix 2: Self-reported happiness and suicide rates by race and gender
Product Updates
Authors
-
Joanna Wolfe
Joanna Wolfe (Ph.D., University of Texas at Austin) is Director of the Global Communication Center at Carnegie Mellon University, where she develops new methods for improving communication instruction across the university. She is the author of numerous scholarly articles on teamwork, gender studies, collaborative learning technology , technical writing, and rhetoric Her research on collaborative writing in technical communication classes won the 2006 NCTE award for best article reporting qualitative or quantitative research in technical and scientific communication.
Table of Contents
Chapter 1: Breaking the bias habit
Case Study: What is in a name?
For Discussion: The effects of a name
Implicit bias is pervasive
For Discussion: What are the inequities anyway?
Implicit biases can be reduced with sustained effort and strategy
Callout: Implicit biases are not just an individual problem
Exercise 1.1: Take two implicit bias tests
There are evidence-based strategies for reducing implicit bias
For Discussion: Visualize yourself using the bias reduction strategies
We need external structures as well as internal change
Advocating for organizational change means persuading others to reduce bias
Focus on actions rather than mindsets
For Discussion: Mindsets vs. Actions
Appeal to values other than equity when advocating for actions
Exercise 1.2: Appealing to values other than equity
Distinguish between action-based and philosophical arguments
For Discussion: Action-based versus philosophical arguments
Callout: Limit “controlling” arguments that make people feel pressure to comply
Is this book for me?
Summary
Exercise 1.3: Keep a bias-breaking diary
Chapter 2: Overcoming Inequities in Conversations and Meetings
Intrusive interruptions reinforce power dynamics
Callout: Not all interruptions are intrusive
Implicit biases determine whose ideas are heard
Exercise 2.1: Analyze a meeting
Conversational inequities are bad for organizations
Individual actions you can take to serve as an ally
1. Practice counter-stereotypic imagining before meetings
2. Use your voice to include others
3. Manage your own interruptions
4. Reflect and follow up after the meeting
For Discussion:
Structural changes to make meetings more equitable
1. Institute a “no interruptions” rule
2. Take turns
3. Adopt decision-making rules
4. Use polling, text-based discussion, and other tools
5. Collect post-meeting feedback
Callout: When people resist structure
For Discussion:
What if you are the one being interrupted?
What to say: Scripts for reducing conversational inequities
For Discussion: Advocating for equity
Summary
Exercise 2.2: Reflect on your own conversational interactions
Exercise 2.3: Disrupt conversational inequities
Chapter 3: Making Evaluation and Feedback Fair and Equitable
Case Study
Evaluation and feedback are pivotal to our growth and development
Common biases in evaluations and feedback
Stereotype fit governs who we perceive as competent
Callout: In-group biases
People with low stereotype fit have their personalities criticized
People with low stereotype fit receive inflated feedback relative to their evaluation scores
Underrepresented individuals receive less actionable advice
Ambiguities accelerate bias
Exercise 3.1: Generic Performance Evaluation
Creating a system: Actions that can make evaluation and feedback more equitable
Exercise 3.2: Rewriting criteria to be less subject to bias
Collect data
Exercise 3.3: Considering evidence
Evaluate one criterion at a time across all individuals
Equalize feedback
For Discussion: Actionable Feedback
Exercise 3.4:
Communicate that your standards are consistent for everyone
Conduct feedback reviews and hold reviewers accountable
What to do if you are on the receiving end of biased feedback
If you believe that you have received inflated or vague feedback…
If you feel that you have received a biased evaluation or biased feedback….
Advocating for change in organizations
For Discussion: Arguments for change
Summary
Exercise 3.5: Reflect on a recent evaluation
Chapter 4: Biases in hiring, promotion, and salary negotiations
Inequities in networking, sponsorship, and mentoring
Steps institutions can take to reduce inequities in networking
Steps job-seekers can take to navigate inequities sponsorship and networking
Exercise 4.1: Attitudes towards networking and mentorship
Inequities in negotiation and self-advocacy
Steps institutions can take to reduce inequities in negotiation
Steps job-seekers can take to navigate inequities in negotiation
Exercise 4.2: Reframe the focus
Inequities in job postings
For Discussion: Fixed vs. Growth Mindsets
Institutions can describe the position and organization to attract diversity
Job-seekers should apply for “stretch” jobs
For Discussion: Words and phrases to attract diverse individuals
Exercise 4.3: Language of job postings
Inequities in job interviews
Institutions can conduct structured interviews and resume reviews
Job-seekers can try to redirect unstructured interviews
Other communication strategies that those with influence can adopt
Tailor rejection notices with care
Be an advocate
Advocating for organizational change
For Discussion: Advocating for equity
Summary
Exercise 4.4: Reflect on your job search and negotiation strategies
Chapter 5: Reducing Bias by Improving Cross-Cultural Communication
Callout: World Englishes: A Case Study
Common Biases Affecting Cross-Cultural Communication
Accentism
Grammar and Style Bias
Cultural ethnocentrism
For Discussion: Reducing implicit biases based in cultural ethnocentrism
Listening through cultural differences
Realize that you will quickly become a better listener
Learn how to ask for clarification
Research common pronunciation challenges and substitutions
Exercise 5.1: Research pronunciation patterns
Pick an environment where you can see body language
Use writing to help supplement speech
Practice patience, understanding, and respect
Reading and writing across cultural differences
Common cultural differences in writing and organization
Exercise 5.2: Cultural differences in document design
Co-authoring with someone from another culture
Speaking and communicating across cultural differences
Avoid idioms and slang
Exercise 5.3: Idioms
Use gestures and visual stimuli
Callout: Avoid emblematic (or symbolic) gestures
Exercise 5.4: Gestures
Speak slowly and reword if you see signs of confusion
Check in frequently
For Discussion: Practice checking in
Minimizing cross-cultural miscommunications
Research nonverbal communication
Research politeness norms
Research your audience’s culture
Surface disagreements
Exercise 5.5: Research politeness norms
Communicating as a non-native speaker
See the benefits of your accent
Callout box: Be cautious about calling attention to accents, even to compliment them
Give people permission to ask for clarification
For Discussion: Communicating as a non-native speaker
Advocating for organizational change
For Discussion: Advocating for equity
Summary
Exercise 5.6: Reflect on your cross-cultural interactions
Chapter 6: Communicating with Ability in Mind: Overcoming the Deficit Mindset
Improving access adds value
Designing meetings for universal communication
Amplify speech and minimize distractions
For Discussion: Making live events accessible
Designing documents for universal communication
Use built-in headings and styles
Anchor links with descriptive text
Provide alternative text for images
For Discussion: Captions and alt text
Exercise 6.1: Crafting captions and alt text for three non-decorative images
Do not rely on color alone to convey information
Avoid ALL CAPS
Simplify content and style
Use accessibility checkers
Exercise 6.2: Designing accessible documents
Normalize accommodating difference
Callout: The Limits of accommodations
Be proactive in asking if people need support
Ask about accommodations when scheduling events
What if you need to advocate for your own accommodations?
Advocating for organizational change
For Discussion: Advocating for equity
Summary
Exercise 6.3: Reflect on a public meeting or event
Exercise 6.4: Reflect on an accommodation you could have benefitted from
Chapter 7: Cultivating Psychological Safety
Case Study
Psychological safety is good business
Psychological safety lays the groundwork for equity
For Discussion: Laying the groundwork for psychological safety
What you can do to make peers feel psychologically safe
Callout: A note on authenticity
Practice active listening
For Discussion: Practicing active listening
Discuss mistakes analytically by exploring root causes
For Discussion: Role-playing root cause analysis
Raise complaints and issues using a positive, future focus
Exercise 7.1: Crafting positive, future-focused statements
For Discussion: Root cause analysis vs. Positive, future-focused complaints
Provide support if you notice someone treated unkindly or unfairly
How team leaders and managers can create psychological safety
Seek out difference
Share your own past mistakes with your team
For Discussion: Sharing past feedback
Be transparent and open about decisions
Measure psychological safety
What if you do not feel psychologically safe?
Recognize that feeling out of place is normal and temporary
Get to know people
Learn strategies for raising issues diplomatically
Exercise 7.5: Advocacy-Inquiry Statements
Suggest that your organization measure psychological safety
Advocating for institutional change
Summary
Exercise 7.3: Keep an accountability diary
Appendices
Appendix 1: Median salaries by race and gender
Appendix 2: Self-reported happiness and suicide rates by race and gender
Product Updates
Communication Strategies for a More Equitable Workplace
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Are you a campus bookstore looking for ordering information?
MPS Order Search Tool (MOST) is a web-based purchase order tracking program that allows customers to view and track their purchases. No registration or special codes needed! Just enter your BILL-TO ACCT # and your ZIP CODE to track orders.
Canadian Stores: Please use only the first five digits/letters in your zip code on MOST.
Visit MOST, our online ordering system for booksellers: https://tracking.mpsvirginia.com/Login.aspx
Learn more about our Bookstore programs here: https://www.macmillanlearning.com/college/us/contact-us/booksellers
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If you’re a verified instructor, you can request a free sample of our courseware, e-book, or print textbook to consider for use in your courses. Only registered and verified instructors can receive free print and digital samples, and they should not be sold to bookstores or book resellers. If you don't yet have an existing account with Macmillan Learning, it can take up to two business days to verify your status as an instructor. You can request a free sample from the right side of this product page by clicking on the "Request Instructor Sample" button or by contacting your rep. Learn more.
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Sometimes also referred to as a spiral-bound or binder-ready textbook, loose-leaf textbooks are available to purchase. This three-hole punched, unbound version of the book costs less than a hardcover or paperback book.
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Achieve (full course) includes our complete e-book, as well as online quizzing tools, multimedia assets, and iClicker active classroom manager.
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Achieve (full course) includes our complete e-book, as well as online quizzing tools, multimedia assets, and iClicker active classroom manager.
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