How behavioral science can inform policies to prevent discrimination against the Asian community in the era of COVID-19
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proposal
How behavioral science
can inform policies to
prevent discrimination
against the Asian
community in the
era of COVID-19
Abby Corrington, Mikki Hebl, Linnea C. Ng, Ivy Watson, Isabel Bilotta, Shannon K. Cheng, & Eden King
abstract *
The Asian community in the United States has seen an enormous
uptick in discriminatory experiences since the start of the COVID-19
pandemic. Asian individuals have reported discrimination within their
workplaces, in their communities, and against Asian-owned businesses.
Many for-profit organizations have failed to acknowledge this surge. We
argue that organizations should adopt policies to protect their Asian
employees and clientele. On the basis of behavioral science research and
knowledge of best practices for promoting diversity and inclusion, we
suggest that organizational leaders create crisis task forces to find ways
to reduce discrimination against Asian employees and that the leaders
more generally reaffirm organizational commitments to diversity and
inclusion, communicate those commitments to stakeholders, visibly
enact expected organizational norms related to diversity and inclusion,
and establish or reassess accountability systems to ensure that policies
and norms are followed.
Corrington, A., Hebl, M., Ng, L. C., Watson, I., Bilotta, I., Cheng, S. K., & King, E. (2020).
How behavioral science can inform policies to prevent discrimination against the Asian
community in the era of COVID-19. Behavioral Science & Policy 6(2), 101–108. Retrieved
from https://behavioralpolicy.org/journal_issue/covid-19/
a publication of the behavioral science & policy association 101I
n early February, the leadership of Tufts The incidents targeted Asian individuals of many
University Medical Center sent an e-mail different backgrounds, including those who are
reminding employees of the importance of Chinese, Korean, Vietnamese, Japanese, and
treating patients and colleagues with respect Filipino.3 Asian women were harassed 2.3 times
and civility, regardless of national origin. Tufts’s as often as Asian men were; 80% of the reported
goal was to prevent bias against members of targets were 20–40 years old. 3 As Russell
Asian communities, who were facing increasing Jeung, a professor of Asian American Studies
discrimination and violence in the United States at San Francisco State University, commented
because of COVID-19’s origin in China.1 Amer- in a press release from the site’s organizers,
ica’s leaders have generally ignored this uptick “combining cases of workplace discrimination
in discrimination or even exacerbated it, such and being barred from businesses indicates that
as by referring to the novel coronavirus as the Asian Americans’ civil rights are being violated.”4
“Chinese virus.” The heads of businesses and
other organizations can and should step up by Three forms of anti-Asian bias are spiking: (a)
demonstrating and conveying to employees and discrimination against Asian employees in the
clients that their organizations value diversity workplace, (b) discrimination against Asian
and inclusion and will not tolerate discrimina- individuals in the general population, and (c)
tion on the basis of race or ethnicity. discrimination against Asian-owned businesses.
Acts of workplace discrimination include
In this article, we highlight instances of COVID- being targeted with derogatory comments,
19-related anti-Asian xenophobia in the United excluded from events and meetings, blamed
States in general and within organizations. Next, for the spread of coronavirus, and laughed at by
we describe various organizational responses, colleagues.3
the majority of which have been undertaken
by nonprofits rather than for-profit businesses, Discrimination against Asian individuals in the
which have been surprisingly silent on the general population has taken place in grocery
subject. Finally, having outlined both the problem stores, subways, public transit, and taxis.5 Some
and the limited scope of responses to date, we businesses have even denied services to Asian
offer behavioral science–backed recommenda- clientele because of their race and the belief that
tions for how organizational policymakers can they might have COVID-19. Additionally, delivery
intervene to reduce anti-Asian discrimination. drivers and customers alike have experienced
grocery and fast food orders being canceled
or unfulfilled because of their perceived race.6
Instances of Xenophobia Meanwhile, college campuses have reported
Toward Asian Individuals increases in racist and discriminatory state-
During the Pandemic ments against Asian students, faculty, and staff.7
In April, the FBI noted that there had been an Even the U.S. president has made jokes at the
increase in hate crimes targeting Asian indi- expense of Asian individuals, referring to the
viduals as a result of the global coronavirus coronavirus multiple times as the “Kung flu.”8
pandemic.2 In fact, so many anecdotal accounts
surfaced that organizations such as Asian Amer- In terms of discrimination against Asian-owned
icans Advancing Justice, the Asian Pacific Policy businesses, in early February and March, Asian
& Planning Council, and OCA—Asian Pacific business owners reported a significant drop
American Advocates joined together to launch in revenue.9 Because fewer than 20 cases had
an online reporting website. Within four weeks been diagnosed in the entire country at the time
of the launch, nearly 1,500 COVID-19-related of these downturns, the hits taken by these Asian
incidents of discrimination against Asian individ- businesses do not seem to have been based on
uals in the United States were reported.3 These evidence that COVID-19 was spreading here.
attacks ranged from verbal harassment (70% Rather, stereotypes, bias, and xenophobia exac-
of reports) to physical violence (9% of reports); erbated by fear seem to have been the driving
more than 40% took place in private businesses.3 forces behind the reduced patronage.
102 behavioral science & policy | volume 6 issue 2 2020The increase in discrimination against Asian • The American College of Surgeons published
individuals probably does not represent a novel a condemnation of bias and discrimination,
bias that first arose in response to the COVID-19 writing that the organization “supports all
pandemic. That is, the presence of COVID-19 health care personnel who provide essen-
did not create or lead to anti-Asian xenophobia; tial services in our communities at this time
rather, the disease seems to have revealed and and maintains that they should be able to
provided perceived justification for preexisting continue to do so without the specter of
xenophobia. Indeed, Asian individuals are the hatred and violence resulting from xeno-
racial group that has the second lowest hospi- phobia, racism, and bigotry.”13
talization rate from COVID-19,10 a pattern that
supports the probability that anti-Asian xeno- • Harvard University issued a statement
phobia in the United States is based not on logic saying that the signatories (several university
or evidence but on bias and bigotry. centers and institutes) “strongly condemn
xenophobic and racist acts arising from the
global COVID-19 pandemic,” including those
Organizational Responses directed at people of Asian ancestry.14
to Discrimination
At the time of this writing, most for-profit • In March, about a dozen Asian politicians,
organizations have not taken a stand against academics, and leaders of nonprofits individ-
anti-Asian xenophobia during the pandemic. ually spoke out against the racial hostility that
In general, the for-profit and nonprofit orga- had become pervasive since the COVID-19
nizations that have issued public responses to outbreak.15
anti-Asian sentiment have missions that already
involve civil rights advocacy, are committed • After Costco received negative press in
to equitable treatment, or have been directly response to a boy being turned away from
affected by racial animosity. Examples of organi- a free-sample station because the repre-
zations making public statements specifically in sentative of the product thought the boy
response to increased incidents of bias against was Chinese and could transmit corona-
Asian individuals include the following: virus, a Costco representative told a news
outlet that a company executive had spoken
• The NAACP and several other leading to the family, adding that “we are very sorry
civil rights groups issued a joint statement this incident occurred in our location. The
asserting that “as our nation grapples with comments to the boy were made not by a
the coronavirus, we are deeply concerned Costco employee but by an employee of
that recent incidents of racism and discrim- an independent demo company. The demo
ination against Asian Americans threaten company is taking appropriate measures with
our collective public safety. In recent weeks, its employees.”16
Asian Americans have been subjected to
violent attacks, discrimination against their In one exception to the paucity of antidiscrimi-
businesses and xenophobic portrayal by the nation responses from for-profit companies, 130
media and our elected leaders.”11 Silicon Valley executives released a statement
decrying anti-Asian rhetoric and incidents. 17
• The Justice and Diversity Center of the Bar The overall lack of attention by for-profits is
Association of San Francisco issued a press surprising because such organizations have
release stating that the “stakes are simply commonly responded publicly during other
too high to allow racism and xenophobia to periods of racial tension in recent history. For
distract from what is most vital: Focusing our example, after the deaths of George Floyd and
collective energies on getting through this Breonna Taylor at the hands of police, Amazon,
pandemic and lifting up the most vulnerable Netflix, and Twitter, among many other for-profit
among us.”12 organizations, not only publicly denounced
discrimination toward Black individuals but also
a publication of the behavioral science & policy association 103made notable changes in organizational policy Create a Crisis Task Force to Address
and donated millions of dollars to combat racial Discrimination Against Asian Employees
injustice in America.9 In 2018, organizations Each organization should create a task force
such as Apple, IBM, and PepsiCo sent a letter that includes representatives of different stake-
to the U.S. Department of Homeland Security holders (that is, people who have an interest in
expressing their concerns about unfair changes ensuring success, such as a human resources
in immigration policies and their detrimental specialist, legal counsel, and a media spokes-
effects on the companies’ workers.18 person). At least one individual (such as the
human resources representative) should be
Such public stances on racial issues in support responsible for monitoring reports of employee
of other stigmatized groups raises the question concerns in an effort to enhance employee
of why for-profit organizations have gener- safety, mental health, and well-being. 25,26 The
ally failed to respond to anti-Asian sentiment task force should work to fully understand
and behavior during the COVID-19 pandemic, the fears, threats, and anxieties that Asian
particularly in light of the large number of employees may be experiencing and ensure that
reported instances of bias and discrimination. organizational action is taken both proactively
The lack of response may be driven by fear and responsively. In other words, the purpose of
(of getting sick or putting employees at risk), such task forces is to tune in to and support the
existing implicit biases toward Asian employees organization’s most important assets: its people.
(who may be stereotyped as cold and may evoke
jealousy for their perceived superior compe- Our task force recommendation is extrapo-
tence), and the tendency to give lower priority lated in part from behavioral science research
to diversity and inclusion efforts during periods into actions toward employees that enhance
of financial strain.19,20 organizational functioning. Behavioral science
research has shown that when employees feel
Action to reduce bias and discrimination is even supported by their employers, they become
rarer than the issuing of statements. Among the motivated to exert greater effort, engage at
few overt actions taken to support Asian people work, and recommend their organizations as
we can point to are social media campaigns good places to work; they are also less likely to
such as #WashTheHate21 and steps taken by a leave their organizations. 27 Also, workers who
handful of organizations to offer some proac- feel valued, secure, supported, and respected
tive support to Asian individuals. For instance, are more productive, miss fewer workdays, make
the University of Wisconsin–Madison held a fewer work errors, and have fewer accidents. 28
town hall to show solidarity and point people Simply stated, when employers demonstrate
to resources, 22 and other organizations have concern for their employees’ well-being, the
directed staff members to Asian employee employers build trust and a sense of safety. 28–30
resource groups to discuss concerns. 23,24 It is under these conditions that employees
are able to focus and do their best work. 31–33
A recent Gallup assessment of the COVID-19
Policy Recommendations responses of more than 200 members of the
Although no simple solution will enable orga- Chief Human Resources Officer Roundtable
nizations to eliminate all COVID-19-related indicates that many companies have created
discrimination against Asian individuals, we have task forces that focus not only on the busi-
identified several actions that organizational ness impact, travel requirements, technology,
leaders should take. Our recommendations are and training issues related to the pandemic but
not exhaustive. We focus on those suggested also on employee well-being, engagement,
by a synthesis of existing behavioral science morale, and communication. 24 It makes sense
research and by consideration of established for companies to also establish a task force to
diversity and inclusion best practices for specifically address COVID-19-related discrim-
promoting equity and combating discrimination. ination against Asian individuals.
104 behavioral science & policy | volume 6 issue 2 2020Reaffirm Leadership’s Commitment discrimination is not only against organizational
to Diversity & Inclusion policies but also illegal. The organization should
Seventy-nine Fortune 500 companies list encourage all employees to speak out against
diversity and inclusion as part of their core racist jokes, hostile and aggressive behavior,
values, 34 yet evidence suggests that economic and racism itself.41 Furthermore, if the company
downturns tend to be accompanied by compa- is a service provider, leaders should remind staff
nies’ devoting decreased attention and fewer that they are not permitted to refuse to serve
resources to supporting these values. The busi- or in any way decrease the quality of service
ness and moral cases for diversity provide a they provide to the company’s clientele. Indeed,
rationale for consistently championing diversity research has shown that antidiscrimination
across company ups and downs. 35 Specifically, policies and legislation can profoundly reduce
ample research has shown that organizations subtle interpersonal discrimination even when
that are diverse and inclusive are characterized such policies and laws explicitly address only
by greater innovation and resilience36—capabili- overt and formal types of discrimination.42,43
ties that organizations will need to recover from Therefore, reminding employees of antidiscrim-
the COVID-19 crisis. Indeed, diversity and inclu- ination policies and laws should go a long way
sion enhance both business performance and toward ensuring equitable treatment of Asian
organizational health and contribute to broader individuals.
efforts to revitalize economies and protect
social cohesion. 34,37 Thus, strategic responses Model Inclusive Behavior for
to the COVID-19 crisis should reflect enduring Employees to Emulate
core values, including the fair and respectful Leaders who display inclusive behavior convey
treatment of all people. the organization’s cultural norms to everyone
in the organization. For example, those who
The critical role of diversity in successful busi- explicitly condemn subtle acts of discrimination
ness recovery is evident from a review of against Asian employees or customers demon-
organizational responses to the 2008–2009 strate that such behavior is inconsistent with the
financial crisis. For example, banks with a greater organization’s norms. Visibly supporting Asian
proportion of women on their boards were more employees or clients with positive feedback,
stable throughout the financial crisis than their attention, and care is another way to model
competitors were.38 Now, during the COVID-19 expected organizational norms.
pandemic, cities, states, and countries led by
women appear to be managing the pandemic Empirical research has shown that diversity-
better than those led by men. 39,40 Although related initiatives are more successful when
these specific examples relate to gender and leadership support is modeled.44 For instance, in
not race, the business case for diversity and the an experiment assessing attitudes and behaviors
other evidence already discussed suggest that regarding lesbian, gay, bisexual, and transgender
similarly positive outcomes would be expected (LGBT) individuals, subordinates of leaders who
for organizations with various types of diver- set goals related to supporting LGBT individuals
sity. Likewise, although reaffirming leadership’s (such as speaking up against slurs, stepping up
commitment to diversity and inclusion does not as an ally, or attending an LGBT group meeting)
specifically address Asian xenophobia, it should reported more positive attitudes and behaviors
enhance the effectiveness of actions directed than did subordinates of leaders who did not
specifically at that problem. set such goals.44 These results bolster those of
previous studies demonstrating the benefit of
Communicate Leadership’s Continuing having buy-in from those in positions of influ-
Commitment to Diversity & Inclusion ence.45,46 Empirical studies that demonstrate the
Organizations should denounce the recent value of having leaders model norms are also
rise in discrimination against Asian individ- consistent with the tenets of social learning
uals by reminding their employees that such theory,47 which holds that people learn how to
a publication of the behavioral science & policy association 105Table 1. COVID-19-related problems, solutions for organizational leaders,
& behavioral principles related to the policy recommendations
Problem Solution Behavioral principle
Asian employees may experience threats to Create a crisis task force to address the The existence of the task force should
their safety, well-being, and productivity. discrimination. increase employee trust in the organization.
Trust-building leads to focused and
productive work.
Economic downturns can result in Reaffirm leadership’s commitment to Diversity and inclusion enhances
decreased attention to and resources for diversity and inclusion. employees’ positive attitudes toward their
diversity and inclusion. jobs and improves organizational outcomes.
Overt discrimination may become more Communicate leadership’s continuing Policies and laws influence not only the
prevalent within organizations. diversity and inclusion commitment. dictated behaviors but others as well.
Subtle discrimination may become more Model inclusive behavior. Modeling by leaders sets social norms that
prevalent within organizations. employees emulate.
Discrimination may be overlooked in Establish or reassess accountability systems Employees learn social norms by observing
organizations. to ensure that policies and norms are the outcomes that result from following or
followed. defying norms.
act by observing others’ behaviors and attitudes. can help to increase organizational diversity48
Leaders can further model the norm of ongoing and may maximize the organization’s ability to
support by ensuring that Asian employees are emerge from crises with outcomes that are in
represented in the task forces or other entities line with its diversity and inclusion goals. See
charged with addressing the challenges that Table 1 for a summary of our recommendations
COVID-19 raises for the organization. and the behavioral science principles behind
them.
Establish or Reassess Accountability
Systems to Ensure That Policies
& Norms Are Followed Concluding Thoughts
It is not enough to simply say that an orga- The COVID-19 pandemic has unleashed a
nization does not tolerate xenophobia; the significant rise in discrimination against Asian
organization must also have processes and individuals. The diversity and inclusion most
procedures for assessing inclusivity (such as organizations claim to value are threatened
holding focus groups and conducting surveys) when prejudice and bias are left unchecked and
and addressing discrimination (such as following allowed to flourish without response. Behav-
established procedures and taking appropriate ioral science reveals actions leaders can take to
actions against wrongdoers).48 As social learning prevent such discrimination: gathering a crisis
theory implies, it is important for employees team, reinforcing organizations’ commitment to
to see that people who discriminate are held diversity, communicating this commitment to
accountable for their actions.47 By observing stakeholders, visibly enacting antidiscrimination
others, people learn not only which attitudes norms, and ensuring systems of accountability.
and behaviors are acceptable but also what the By heeding these policy recommendations,
outcomes of these attitudes and behaviors are. organizations can fight long-standing and
Thus, when people see others either getting increased anti-Asian xenophobia and ensure
away with or being punished for discriminatory that fairness, inclusion, and belonging persist
behaviors or attitudes, they come to expect during a time of great uncertainty.
similar outcomes for themselves. Moreover,
simply having systems of accountability signals author affiliations
to employees who might be targets of discrim-
ination that they belong and that discrimination Hebl: Rice University. Corrington: Providence
against them will not be tolerated.49 Studies College School of Business. Ng, Watson, Bilotta,
have shown that having a person or department Cheng, and King: Rice University. Corresponding
that is responsible for diversity-related efforts author’s e-mail: hebl@rice.edu.
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