The author argues in this chapter that although bias training has gained a reputation for being ineffective, its actual effectiveness is nuanced and depends on various factors. While Williams admits that early bias training was not particularly effective, current bias training tends to yield better results. Williams unpacks several reasons for this improvement, including the shift in DEI training from attempting to stop stereotyping altogether and shaming people for having implicit biases, to recognizing that while these stereotypes are nearly instantaneous, individuals have the power to interrupt them through a process dubbed "cognitive override." This removes feelings of blame from those who may experience bias, without making them feel the need to defend themselves. This, in turn, allows for more open and honest communication and a greater willingness to participate and learn during bias training. Williams shares examples from her own experiences teaching bias workshops, detailing how social or political capital can impact when and how a person can speak up when witnessing biases in their workplace. She also acknowledges that a single workshop is not a complete solution to DEI issues in the workplace; it should be used in conjunction with day-to-day interventions that actively stop bias.