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Bias, Prejudice & Bullying In the Workplace 3 | 3

Bias, Prejudice & Bullying In the Workplace 3 | 3

Table of Contents

On this episode of the Radical Candor podcast, we're bringing back our Radically Candid Conversations series. Amy talks to Kim Scott about her new book Just Work: Get Sh*t Done, Fast & Fair, and her new company Just Work that she's launching with Trier Bryant. Kim and Trier break down how to recognize, address and eliminate bias, prejudice and bullying in the workplace to create more just working environments. Buy the book, learn about the company and listen to the podcast to learn why just work environments aren't just the right thing to do, they're also good for business.

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Episode At a Glance

On this episode of the Radical Candor podcast, we're talking about combatting injustice at work so everyone can feel safe to just work. There are things each of us can do, today, to create the kind of workplace in which we can all do the best work of our lives, and enjoy working together.

Leaders can take active measures to prevent injustice. Observers can be upstanders, not silent bystanders. When someone is harmed by injustice, they can choose how to respond. When someone causes harm, they can address what they did in a way that makes them part of the solution rather than part of the problem.

Kim Scott's new book, Just Work: Get Sh*t Done, Fast & Fair, and her new company Just Work, seek to educate people that it's everyone's job to fix workplace injustice. We all have a role to play. When we can parse the problem of workplace injustice it’s easier to begin to identify effective responses to each new challenge. Amy Sandler interviews Kim Scott and Trier Bryant about how to create more just workplaces.

Radical Candor podcast Trier Bryant, CEO and co-founder of Just Work, and Kim Scott author of Just Work: Get Sh*t Done, Fast & Fair the book and co-founder of the company.

Radical Candor Podcast Checklist

Learn to recognize the difference between bias, prejudice, and bullying and to respond differently to each. Bias is “not meaning it,” prejudice is “meaning it,” and bullying is “being mean.”

  • Confront bias with an “I” statement, an invitation to the person to see things the way you do. For example, “I don’t think you meant that the way it sounded.”
  • Confront prejudice with an “it” statement that clearly shows the person where the line between their right to believe whatever they want and your right not to allow them to impose their beliefs on you is. An “it” statement can appeal to the law: “it is illegal to,” or to an HR policy, “it is a violation to” or to common human decency, “it is cruel to…” Confront bullying with a “you” statement.
  • Confront bullying with a “you” statement that shows a person there will be negative consequences for their behavior. The consequence doesn’t have to be super intense — sometimes just asking a person a question that it’s hard for them to answer is enough. For example, “What’s going on for you here?” Or “You can’t talk to me that way.”

The “I” statement invites the other person in, the “it” statement shows them where the fence is, and the “you” statement pushes them away.

Listen to Other Radically Candid Conversations

 

The Radical Candor Podcast theme music was composed by Cliff Goldmacher. Order his book: The Reason For The Rhymes: Mastering the Seven Essential Skills of Innovation by Learning to Write Songs.

 

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Key Questions Covered

What is the difference between bias, prejudice, and bullying in the workplace?

According to Kim Scott and Trier Bryant, the three types of workplace injustice differ by intent and severity. Bias is "not meaning it" — an unintentional act or statement that causes harm without malicious intent. Prejudice is "meaning it" — a conscious belief or attitude that gets imposed on others. Bullying is "being mean" — deliberate harmful behavior intended to intimidate or demean. Recognizing which category an incident falls into helps you choose the most effective response.

How should you respond to bias at work?

Confront bias with an "I" statement that invites the other person to see things from your perspective. For example: "I don't think you meant that the way it sounded." This approach assumes no malicious intent and opens a door for reflection rather than defensiveness. The goal is to help the person recognize their unintentional impact without making them feel attacked, keeping the conversation constructive and collaborative.

How should you respond to prejudice at work?

Confront prejudice with an "it" statement that clearly defines the boundary between someone's right to hold personal beliefs and your right not to have those beliefs imposed on you. This type of statement can appeal to the law ("it is illegal to..."), to HR policy ("it is a violation to..."), or to basic human decency ("it is cruel to..."). The "it" statement shows where the fence is, making the boundary objective rather than personal.

How should you respond to bullying at work?

Confront bullying with a "you" statement that signals there will be negative consequences for the behavior. This pushes the bully away rather than inviting them in or appealing to a rule. The consequence doesn't have to be extreme — sometimes a pointed question like "What's going on for you here?" or a firm boundary like "You can't talk to me that way" is enough to disrupt the dynamic and make clear the behavior is unacceptable.

Who is responsible for fixing workplace injustice?

Kim Scott and Trier Bryant argue that everyone has a role to play. Leaders can take active measures to prevent injustice from taking root. Observers can choose to be upstanders rather than silent bystanders. People who are harmed can decide how they want to respond. And people who cause harm — even unintentionally — can address what they did and become part of the solution. Workplace justice isn't just an HR problem; it's a shared responsibility across the entire organization.

Why are just work environments good for business, not just the right thing to do?

Kim Scott and Trier Bryant make the case that eliminating bias, prejudice, and bullying isn't only a moral imperative — it's a business advantage. When employees feel safe from injustice, they can focus their energy on doing the best work of their lives and genuinely enjoy collaborating. Psychological safety drives creativity, productivity, and retention. A just workplace isn't a distraction from business performance; it's a precondition for it.

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