we may believe with confidence and conviction that a job candidate's race has no bearing on our hiring decisions or that we're immune to conflicts of interest. But psychological research routinely exposes counterin - tentional, unconscious biases. The prevalence of these biases suggests that even the most well-meaning person unwittingly allows unconscious thoughts and feelings to influence seemingly objective decisions. these flawed judgments are ethically problematic and undermine managers' fundamental work-to recruit and retain superior talent, boost the performance of individual and teams and collaborate effectively with partners.