Racial economic inequality is a foundational feature of the United States, yet many Americans appear oblivious to it. In the present work we consider the psychology underlying this collective willful ignorance. Drawing on prior research and new evidence from a nationally representative sample of adults ( N = 1,008), we offer compelling evidence that Americans vastly underestimate racial economic inequality, especially the racial wealth gap. In particular, respondents thought that the Black–White wealth gap was smaller, by around 40 percentage points in 1963 and around 80 percentage points in 2016, than its actual size. We then consider the motivational, cognitive, and structural factors that are likely to contribute to these misperceptions and suggest directions for future research to test these ideas. Importantly, we highlight the implications of our collective ignorance of racial economic inequality and the challenge of creating greater accuracy in perceptions of these racial economic disparities, as well as outline the steps policymakers might take to create messages on this topic that effectively promote equity-enhancing policies. We close with an appeal to psychological science to at least consider, if not center, the racial patterning of these profound economic gaps.

Key Points Question Are symptoms of burnout associated with resident physicians’ implicit and explicit biases toward black people? Findings In this cohort study of 3392 second-year resident physicians who self-identified as nonblack, symptoms of burnout were associated with greater explicit and implicit racial biases. Recovery from burnout in the third year of residency was associated with the greatest reduction in explicit bias toward black people. Meaning Given the high prevalence of burnout among resident physicians and the negative association between bias and suboptimal medical care, symptoms of burnout may be factors in disparities in care; the implications for the quality of care provided to black people and other disadvantaged groups could be substantial.

Many organizations are working to address diversity, equity, and inclusion. Organizations frequently use implicit bias to explain disparities and marshal implicit bias training as a solution. Implicit bias is difficult to change and trainings do not yield more diversity in organizations, so organizations should move beyond implicit bias trainings in their diversity, equity, and inclusion efforts. Organizations should (a) use trainings to educate members of their organizations about bias and about organizational efforts to address diversity, equity, and inclusion; (b) prepare for, rather than accommodate, defensive responses from dominant group members; and (c) implement structures that foster organizational responsibility for diversity, equity, and inclusion goals; opportunities for high-quality intergroup contact; affinity groups for underrepresented people; welcoming and inclusive messaging; and processes that bypass interpersonal bias. Although no simple, one-size-fits-all solutions address organizational diversity, organizational leaders have many tools they can use to design more effective diversity strategies.

No abstract

No abstract