1. Partnerships – Crossing Boundaries Jacobs Client Conference - Total Place and Efficiencies
24th June 2010

2. Information/Decision Making Perspective
Diversity as an informational resource
Pool of task-relevant information, knowledge, and perspectives
Increases problem-solving, decision quality, creativity and innovation
Diversity is good for performance

3. Social Categorization Process
Diversity as a source of intergroup bias
Differentiating “us” and “them”
Intergroup bias: less liking for, trust in, and cooperation with dissimilar others
Diversity disrupts performance

4. Intergroup Prejudice The Human Pathology Rwanda Northern Ireland
team
Middle East
Intergroup
Prejudice
Race
Partnerships
Professional
groups
Football
Violence

5. Top Management Team Performance
TMT financial performance
Diversity: gender, age, functional background
Faultlines: 2-dimensional, 3-dimensional
Clarity of objectives
Super-ordinate identity
counter-acts faultlines

6. Trust and risk

7. Building Trust Contact! Values Risk Communication Respect Altruism
+Conflict
Shared
fate

8. Diversity Beliefs van Knippenberg, Haslam, & Platow, 2007, Group Dynamics
When team members believe in the value of diversity, diversity is more likely to have positive effects

9. Frequent interactions
The Need to Belong
Frequent interactions
Free from conflict
Stability and likely
continuity
Mutual concern

10. Adding VALUES Through Partnership How can you promote these values and virtues in the partnership