1. 1 MGI case illustrates faultlines Correlated dimensions of diversity that yield a clear basis for subgroups formation The stronger the diversity faultline, – The more likely subcategorizations will occur – Greater the chance of disruptions of group functioning. Illustrates differences btw task conflict & relational conflict

2. 2 Diversity is a double edged sword Diversity on job-related dimensions seems to – Bring more ideas & skills into a group – Increase contact with stakeholders outside the group – Increase innovation and problem solving – Challenge assumptions – “Creative abrasion” But diversity of many types (including functional area) – Increases tension & conflict – Decreases cohesion – Makes communication less efficient  The net benefit isn’t clear

3. 3 Conclusion Review of 87 studies of diversity “Overall, this research offers convincing support for the argument that variations in group demography can have both direct and indirect effects on group process and performance. Under ideal conditions increased diversity may have the positive effects predicted by information and decision theories. However, consistent with social categorization and similarity/ attraction theories. the preponderance of empirical evidence suggests that diversity is most likely to impede group functioning. Unless steps are taken to actively counteract these effects. the evidence suggests that, by itself, diversity is more likely to have negative than positive effects on group performance.”

4. 4 Williams & O’Reilly Review of Group Diversity

5. 5 Distinguishing Between Task & Relationship Conflict Task conflict – To what extent are there differences of opinions regarding the task in your work group – How frequently are there disagreements about the task you are working on in this work group, – How often do people in your work group disagree about the work Relationship conflict – Sample items for relationship conflict include How muc friction is present in your work group, – To what extent are personality clashes present in your work group, How much anger is present in your – How much emotional conflict is there in your work group

6. 6 De Wit & Greer update’s (2012): Meta-analysis on conflict, team performance & satisfaction Relationship conflict associated with poorer satisfaction & performance Average correlations, corrected for unreliability Task conflict X relationship conflict =.52*** Task conflict X member satisfaction = -.24*** Relationship conflict X members satisfaction = -.54*** Task conflict X task performance = -.01** Relationship conflict X task performance = -.16 Average correlation broken down by type of conflict and type of outcome K = 30 studies, > 2,000 respondents

7. 7 De Wit & Greer’s update (2012): Effects of task conflict depend on relationship conflict With a strong relationship btw task & relationship conflict, then task conflict predicts worse performance With no relationship btw task & relationship conflict, then task conflict does not predict worse performance

8. 8 How do you deal with diversity-related conflict? Communication, especially early on – To understand differences in language – To understand others assumptions & values – To identify clear, superordinate goals Argue about issues, not personalities

9. 9 What Do You Do About It? Recategorization – Super-category – circle of inclusion – Find cross-cutting categories – Find superordinate goal – Identify common enemy Declassify – Get people to think of outgroup members as individuals, not exemplars of their group – Contact hypothesis – Get to know others in context of equal status and communication Mutual differentiation – Acknowledge differences – Emphasize complementary Gaertner, S. L., Dovidio, J. F., Banker, B. S., Houlette, M., Johnson, K. M., & McGlynn, E. A. (2000). Reducing intergroup conflict: From superordinate goals to decategorization, recategorization, and mutual differentiation. Group Dynamics, 4(1), 98-114.

10. 10 Circles of Inclusion Rust BeltBible Belt USA Cleveland/ Browns Pittsburgh/ Steelers Terrorist

11. 11 Why task conflict should improve performance

12. 12 Using Conflict for Creative Problem Solving Dialectical Inquiry Identify a recommended plan with the data used to derive it. Identify the underlying assumptions. Develop a feasible counterplan that rests on opposite assumptions. Conduct a structured debate so decision-makers hear arguments in support of both the plan and the counterplan. Devil’s Advocacy Devil's advocate developers a critique of the prevailing plan, which criticizes it but offers no counterplan.

13. 13 These conflict-based approaches lead to better decisions Schweiger, D. M., Sandberg, W. R., & Ragan, J. W. (1986). Group approaches for improving strategic decision making: Academy of management Journal, 29(1), 51-71.

14. 14 Meta-analysis shows devil’s advocacy better than expert advice Schwenk, C. R. (1990). Effects of devil's advocacy and dialectical inquiry on decision making: A meta-analysis. Organizational Behavior and Human Decision Processes, 47(1), 161-176.