In this chapter, the author begins with the idea that bias will always be present, even in organizations that claim to be meritocratic. She lists bodies of evidence showing this is the case across many industries and organizations. She uses the example of "prove-it-again bias," which means that success often matters less and mistakes matter more for minority groups in nearly all aspects of their employment. She also addresses the impact of "leniency bias," where rules are applied more strictly to out-groups and more leniently to in-groups. She then outlines interventions that can help interrupt these biases. First, ensure there is a set criteria against which everyone is judged. Second, require evidence that the criteria have been met, rather than taking someone's word for it. Third, hold people accountable by having them explicitly state why they made certain decisions to ensure their reasoning is unbiased. The author demonstrates that without a bias-interrupting framework, true meritocracy cannot be achieved.