“The effective, identity-safe practices "avoid cues that might instantiate a sense of stereotype threat in students and are, instead, aimed at making everyone in the class feel...as valued and contributive...regardless of their ethnic group or gender." [Dorothy Steele]...The cohering principle is straightforward: they foster a threat-mitigating narrative about one's susceptibility to being stereotyped in the schooling context. And though no single, one-size-fits-all strategy has evolved, the research offers an expanding set of strategies for doing this: establishing trust through demanding but supportive relationships, fostering hopeful narratives about belonging in the setting, arranging informal cross-group conversations to reveal that one's identity is not the sole cause of one's negative experiences in the setting, representing critical abilities as learnable, and using child-centered teaching techniques. More will be known in the years ahead. But what we know now can make a life-affecting difference for many people in many important places.”

“The problem is that the pressure to disprove a stereotype changes what you are about in a situation. It gives you an additional task. In addition to learning new skills, knowledge, and ways of thinking in a schooling situation, or in addition to trying to perform well in a workplace like the women in the high-tech firms, you are also trying to slay a ghost in the room, the negative stereotype and its allegation about you and your group. You are multitasking, and because the stakes involved are high--survival and success versus failure in an area that is important to you--this multitasking is stressful and distracting. ...And when you realize that this stressful experience is probably a chronic feature of the stetting for you, it can be difficult for you to stay in the setting, to sustain your motivation to succeed there. Disproving a stereotype is a Sisyphean task; something you have to do over and over again as long as your are in the domain where the stereotype applies. Jeff seemed to feel this way about Berkeley, that he couldn't find a place there where he could be seen as belonging. When men drop out of quantitative majors in college, it is usually because they have bad grades. But when women drop out of quantitative majors in college it usually has nothing to do with their grades. The culprit, in their case, is not their quantitative skills but, more likely, the prospect of living a significant portion of their lives in a domain where they may forever have to prove themselves--and with the chronic stress that goes with that.This is not an argument against trying hard, or against choosing the stressful path. There is no development without effort; and there is seldom great achievement, or boundary breaking, without stress. And to the benefit of us all, many people have stood up to these pressures...The focus here, instead, is on what has to be gotten out of he way to make these playing fields mere level. People experiencing stereotype threat are already trying hard. They're identified with their performance. They have motivation. It's the extra ghost slaying that is in their way.”

“Some years ago, two social psychologists, Edward Jones and Richard Nisbett, argued that when it comes to explaining people's behavior-something like achievement problems, for example there is a big difference between the "observer's perspective"-the perspective of a person observing the behavior-and the "actor's perspective"-the perspective of a person doing the behavior. As observers, Jones and Nisbett said, we're looking at the actor, the person doing the behavior we are trying to explain. Thus the actor dominates our literal and mental visual field, which makes the circumstances to which he is responding less visible to us. In the resulting picture in our minds, the actor sticks out like a sore thumb and the circumstances to which he is responding are obscured from view. Jones and Nisbett held that this picture causes a bias when we try to explain the actor's behavior. We emphasize the things we can see. We emphasize things about the actor-characteristics, traits, and so on-that seem like plausible explanations for her behavior. And we deemphasize, as causes of her behavior, the things we can't see very well, namely, the circumstances to which she is adapting.”

“By operating without a leader the scout bees of a swarm neatly avoid one of the greatest threats to good decision making by groups: a domineering leader. Such an individual reduces a group's collective power to uncover a diverse set of possible solutions to a problem, to critically appraise these possibilities, and to winnow out all but the best one.”

“One of the biggest challenges for people involved in interfaith dialogue is to break down the stereotypes of the "other" that exist within their own religious traditions and groups. Religious groups need to first acknowledge and confess their own role in fostering and contributing to injustice and conflict. (by Cilliers, Ch. 3, p. 49)”

“None of us is as dumb as all of us. It means that when you get a group of people together to make a critical decision, groupthink can set in. There's all this technical information, a critical decision needs to be made, and everyone starts marching in the same direction. There might be some people who think it's the wrong decision, but they don't say anything. They just remain a part of the group. We've learned that groups can make stupid decisions that no single individual in the group would make.”

“The more aware individuals are of the themes that are central to their own sense of personal identity, the better they can recognize the dimensions of similarity and difference in other people that will contribute to intimate relationships.”