While the existence of workplace discrimination has been firmly established, individual employees often feel uncertain about classifying a negative personal experiences as such. For example, if a woman is passed up for a promotion in favour of a man, she may wonder whether her colleague's performance was simply superior to hers, and may never resolve whether or not it was discriminatory. The authors refer to such experiences as 'ambiguous incidents,' and in this article they describe what these look like and their implications for women at work. In the end, they show that understanding and addressing gender inequality demands considering not only overt discrimination, but ambiguous incidents, as well.

Modern organizations continue to play a key role in perpetuating economic inequality in society. Despite the proliferation of equal opportunity and diversity initiatives, discrimination on the basis of race remains particularly pervasive in North American labour markets. The authors show that even companies that publicly espouse an inclusive environment continue to discriminate against candidates who appear to be from non-white backgrounds. Worse yet, many non-white job candidates are proactively 'whitening' their resumes in order to hide their racial identity.

Social class- defined as one's relative socio-economic rank in society - is one of the key factors shaping educational and economic trajectories in a powerful way. Whether defined by parental income or education, research shows that social class of origin affects a child's future educational, occupational and economic attainment, as well as their mental and physical well-being. But until now, research has neglected a vital dimension of economic stratification: employment. The author describes his study, in which seemingly 'high class' male applicants for a job received four times as many call-backs as other categories of applicants-despite having identical resumes.

The most critical function of every executive team is to make decisions that benefit an organization in the long term. Most of us would imagine that the more domain experts there are in a particular group, the better: their collective knowledge of risks and opportunities in a particular industry will surely lead to effective long-term decision making. The authors show that this reasoning is flawed. They describe their research, which indicates that in certain circumstances, groups that are dominated by domain experts may exhibit three harmful tendencies that actually detract from effective decision making, including over-confidence and 'cognitive entrenchment'.