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This chapter is excerpted from ‘The Illusion of Inclusion: Global Inclusion, Unconscious Bias and the Bottom Line'. We may say we want to be inclusive, but what if we really don't? What if our brains are hard-wired for selfishness and similarity and not for diversity and altruism? What if our vision of ourselves as well-intentioned people is at odds with the reality of who we really are and what we really think? Having a diverse workforce is no guarantee that the work environment is inclusive and engaged. Companies hire for diversity and manage for similarity. We hire people for their difference and then teach them directly and indirectly what they have to do to fit in to the corporate culture. The 2015 Gallop Poll found that 51 percent of employees surveyed are 'disengaged' at work and 17.2 percent are described as 'actively disengaged.' The Illusion of Inclusion exposes a myriad of diverse reasons why people are not more fully engaged and directly addresses the need to own the unconscious biases and blind spots that are barriers to inclusion and offers you the key to unlock the 'Geometry of Inclusion.' The Illusion of Inclusion takes the lid off Pandora's box and explores the complexity of inclusion; where affinity bias or 'mini-me' syndrome and the need to fit in are unconsciously blocking our ability to be inclusive. The Illusion of Inclusion offers a road map through this complexity and an easy to comprehend model on how to minimize the impact of unconscious and conscious biases in order to leverage and retain top talent and embed an inclusive organizational culture.