Turban Myths S TUDY OF HATE CRIMES AND MISPERCEPTIONS OF SIKH A MERICANS. Stanford Peace Innovation Lab September 9, 2013

Transcription

1 Turban Myths S TUDY OF HATE CRIMES AND MISPERCEPTIONS OF SIKH A MERICANS Stanford Peace Innovation Lab September 9, 2013

2 Agenda OBJECTIVE FINDINGS RESEARCH METHODOLOGY What We Did What We Learned ANALYSIS Core Loops Positive Peace Design for Behavior INTERVENTIONS Ideas for Interventions Next Steps

3 Findings Misidentifying Sikhs Misassociating the turban Anti-turban bias even among people with a greater knowledge of Sikhs Separating the turban from its wearer Bias is unconscious, charged by emotion, and reinforced by images A perceived gap in the integration into American life A gap in institutional capacity

4 Research Methodology SURVEYS Google Consumer Survey Topix Survey MEDIA News Accounts Film Video Games Online Conversations LITERATURE REVIEWS Neuroscience Sociology Psychology Criminology INTERVIEWS Sikh Community Leaders Non-Sikh Community Leaders Experts & Practioners Interfaith

5 64.7% of Respondents Cannot Locate Origin of Sikhism

6 Almost 50% of Respondents Think Sikhism is a Sect of Islam

7 49.6% of Respondents Associate a Turban & Beard with Osama Bin Laden or Ayatollah Khomeini

8 62.3% of US Respondents Can t Identify Sikhs

9 1 in 5 Respondents Feel Anger or Apprehension Toward Turban

10 Islamic Appearance and Aggressive Tendencies Study: Influence of Muslim Headgear and Induced Affect on Aggressive responses in the Shooter Bias Paradigm: In a computer game, participants made rapid decisions to shoot at armed people, some of whom wore Islamic head dress. As predicted, this experiment demonstrated a shooter bias for targets wearing a turban or a hijab. The evidence supports the prediction that the shooter bias against Muslims was the behavioral manifestation of acquired negative stereotypes towards this group. Source: The turban effect: The influence of Muslim headgear and induced affect on aggressive responses in the shooter bias paradigm, Christian Unkelbach, Joseph P. Forgas, Thomas F. Denson, University of New South Wales

11 Islamic Appearance and Aggressive Tendencies WHETHER THEY RE HOLDING A STEEL COFFEE MUG OR A GUN, PEOPLE ARE JUST MORE LIKELY TO SHOOT AT SOMEONE WHO IS WEARING A TURBAN, SAYS AUTHOR CHRISTIAN UNKELBACH, A VISITING SCHOLAR AT AUSTRALIA S UNIVERSITY OF NEW SOUTH WALES. JUST PUTTING ON THIS PIECE OF CLOTHING CHANGES PEOPLE S BEHAVIOUR.

12 Neuroscience of Bias BUILT IN Evolutionary Heuristics Automatic Unconscious Experiential Bias is reinforced by conditioning it can be caught or taught via environment, media, images, messages, public policy

13 Bias, Emotion & Threat Perception Heuristics (Availability, Similarity) + Affect Bias (how we feel) influence Risk & Threat Perception Judgments Both bias and threat detection deal in probabilities not certainties EXAMPLES Bearded & Turbaned Taxi Drivers may lead to associations around the types of people who work in the taxi business (emotionally neutral) Images of Ayatollah Khomeini and Osama Bin Laden and other similarappearing terrorists in emotionally charged events create negative emotion bias towards turbans

14 Media NEWS ACCOUNTS OF SIKHS Sikh Americans make the news in the context of hate crimes or articles pertaining to religion. MOVIES Out of 1000 films that have Arab & Muslim characters (from the year 1896 to 2000), 12 were positive depictions, 52 were even-handed, and the rest of the 900 or so were negative. VIDEO GAMES Public Relations tool tool for promoting the US Army and recruitment (America's Army), or as a means of explaining and vindicating the 'War against Terror' (Kuma/ War). ONLINE CONVERSATIONS Start with hate crime reporting & evolve into Sikh culture

15 Key Takeaways from Behavior & Game Design Analysis Core Loop for Hate Crimes can be defined Core Loop can be broken or slowed down Military model used to outwit opponents can be applied to combat hate crimes

16 Design for Behavior: Core Loop of Hate Crimes Belief Lack of Repercussions Trigger Action Permission

17 OODA Loop Observe Act Orient Decide

18 Engagement Framework POSITIVE Collective Intelligence Collaboration Sustainable Peace Cooperation Quality of Engagement zero Awareness Awareness Coordination Communication Attention Quantity of Engagement Attention Communication Positive but Unstable Peace HIGH Coordination Cooperation Collaboration NEGATIVE Mutual Destruction

19 Behavior Design Loop Pick a Positive Engagement Behavior Repeat Choose a Metric Measure Impact of Prototypes Create Fast Intervention Prototypes

20 Strategy

21 Strategy

22 Strategy Design for behavior

23 Strategy Design for behavior Design for positive peace

24 Strategy Design for behavior Design for positive peace Design for scale

25 Reframing, Remixing, Rearchitecting

26 Reframing, Remixing, Rearchitecting

27 Intelligence Objective: The ability to respond and to detect crises before they happen.

28 Intelligence Objective: The ability to respond and to detect crises before they happen. Gap: Infrastructure is in very early stages.

29 Intelligence Objective: The ability to respond and to detect crises before they happen. Gap: Infrastructure is in very early stages. Recc: Begin work in 2013/2014 to begin identifying data sources and partners.

30 Identity Objective: To leverage the depth and diversity of the Sikh American community.

31 Identity Objective: To leverage the depth and diversity of the Sikh American community. Gap: Alignment as well as representation of different groups (e.g., women).

32 Identity Objective: To leverage the depth and diversity of the Sikh American community. Gap: Alignment as well as representation of different groups (e.g., women). Recc: Series of regional public forums designed to get consensus and alignment (cf. the JCRC s Year of Civil Discourse ).

33 Integration Objective: Mixing well into the manystreams of American public life.

34 Integration Objective: Mixing well into the manystreams of American public life. Gap: Sikhs stay inside, so they are seen as outsiders.

35 Integration Objective: Mixing well into the manystreams of American public life. Gap: Sikhs stay inside, so they are seen as outsiders. Recc: The Sikh Peacemaker Project.

36 Influence Objective: Leverage both the big head and the long tail of influence, both inside and outside the Sikh community.

37 Influence Objective: Leverage both the big head and the long tail of influence, both inside and outside the Sikh community. Gap: Biggest challenge is countering the post-9/11 narrative.

38 Influence Objective: Leverage both the big head and the long tail of influence, both inside and outside the Sikh community. Gap: Biggest challenge is countering the post-9/11 narrative. Recc: Influencer mapping and convening in preparation for campaign for rebranding the turban.

39 Institutional capacity Objective: A sustainable organizational infrastructure for the benefit of the entire Sikh ecosystem.

40 Institutional capacity Objective: A sustainable organizational infrastructure for the benefit of the entire Sikh ecosystem. Gap: infrastructure is at the the very early stages of development.

41 Institutional capacity Objective: A sustainable organizational infrastructure for the benefit of the entire Sikh ecosystem. Gap: infrastructure is at the the very early stages of development. Recc: A contemporary variant on the Interfaith model.

42 42 Margarita Quihuis CO-DIRECTOR, STANFORD PEACE INNOVATION LAB RESEARCHER, STANFORD BEHAVIOR DESIGN LAB A social entrepreneur and mentor capitalist, Margarita Quihuis s career has focused on innovation, technology incubation, access to capital and entrepreneurship. Her accomplishments include being the first director of Astia (formerly known as the Women s Technology Cluster), a business incubator where her portfolio companies raised $67 million in venture funding, venture capitalist, Reuters Fellow at Stanford, and Director of RI Labs for Ricoh Innovations. She is currently a member of the research team at Stanford Design Lab, and directs the Stanford Peace Innovation Lab where she conducts research on innovation, mass collaboration, persuasive technology & the potential of social networks to change society for the better. Her projects have included the study of collaboration and citizen engagement to foster government innovation Manor Labs, the application of mass interpersonal persuasion to foster social movements Social-M, bottoms-up post-disaster response and recovery Relief 2.0 and citizen psy-op efforts such as the the Israel Loves Iran and Romancing the Border social media campaigns. She is a recognized thought leader in the areas of innovation, emergent social behavior and technology and has been part of Deloitte s On Social Roundtable and Aspen Institute s Dialogue on Open Innovation and Dialogue on Diplomacy and Technology. As Director of R I Labs for Ricoh Innovations she created a consumer focused innovation lab that focused on new market opportunities from generational behavior (Millenials), cloud and mobile computing, emerging social technologies, crowdsourcing and open innovation.

43 Contact & Resources MARGARITA QUIHUIS CO-DIRECTOR, STANFORD PEACE INNOVATION LAB RESOURCES PERSUASIVE TECHNOLOGY: FOGG BEHAVIOR MODEL: BEHAVIOR GRID: BEHAVIOR GRID PAPER PEACE INNOVATION: FACEBOOK PEACEDOT PAGE: FACEBOOK PEACE INNOVATION PAGE: