obhr quiz 4

Diversity

Ways in which people are similar or different from each other.

Surface-level diversity

differences such as age, sex, race/ethnicity, and physical disabilities that are observable, typically unchangeable, and easy to measure

Deep-level diversity

differences such as personality and attitudes that are communicated through verbal and nonverbal behaviors and are learned only through extended interaction with others

Expertise Diversity

Benefits from different types of expertise to accomplish tasks

Social Diversity

Diversity in social traits (e.g., gender, race) linked to innovation and performance.

Business Case for Diversity:

Argument that diversity improves organizational performance.

Backfire Effect:

Underrepresented groups may feel less belonging when diversity is framed instrumentally.

Fairness Case for Diversity:

Argument that diversity is morally right

Affirmative Action (AA):

Policies to redress past discrimination by ensuring equal opportunity.

Types

Targeted recruitment, quotas, tie-breaker, preferential treatment (rare/illegal).

Similarity-Attraction Phenomenon (Homophily):

Tendency to prefer interacting with similar others, hindering diversity.

Equity

Fairness in resource/opportunity distribution. Barriers include lack of measurement and intergroup bias.

Intergroup Bias:

Prejudice, Stereotyping, Discrimination

Prejudice

Negative emotions toward an outgroup.

Stereotyping

Attributing traits based on group membership (even "positive" stereotypes can harm, e.g., benevolent sexism).

Discrimination

Negative treatment based on group membership (e.g., pay gaps, glass ceiling).

Inclusion

Environment where individuals feel valued as insiders while retaining uniqueness.

Framework

Combines belongingness and valuing uniqueness (exclusion, differentiation, assimilation, inclusion).

Diversity Ideologies

Color-blind, Assimilation, Multiculturalism

Color-blind,

Ignore differences.

Assimilation

Minority adoption of dominant norms.

Multiculturalism

Value differences.

Organizational Politics:

Informal efforts to influence others, often behind-the-scenes. Can be positive (e.g., promoting change) or negative (e.g., lower job satisfaction).

Six Core Paths to Influence:

Logic, Emotion, Incentives, Rapport, Social Proof, Involvement

Logic

Use facts, authority (effective with credible sources).

Emotion

Appeal to values (enthusiasm) or pressure (scarcity; less effective).

Incentives

Rewards/punishments (requires trust).

Rapport

Personal appeals/ingratiation (builds long-term relationships).

Social Proof

Peer comparisons/coalitions (effective in ambiguous situations).

Involvement

Commitments/consultation (leverages consistency).

Conflict

Disagreement or opposition, ranging from minor to intense.

Conflict types

Task, Procedural, Relationship

Task

conflict related to the task/work

itself, or what you’re working on; e.g., content

debates; non-personal

Procedural

conflict related to how to do

the work; e.g., delegation issues, role and resource

distribution, coordination issues; non-personal

Relationship Conflict

conflict that comes from

interpersonal incompatibilities; personal,

emotion-laden, friction, personality clashes, non-

work

Targets

Intrapersonal, Interpersonal, Intergroup

Intrapersonal

person

Interpersonal

individuals

Intergroup

between different groups

Conflict Handling Styles:

Avoiding, Accommodating, Compromise, Competing, Collaborating

Negotiation

Joint decision-making with differing preferences (e.g., salary talks).

Five Phases:

Preparation, BATNA, Presentation, Bargaining, Closure

Positive (ZOPA)

Overlap between parties' reservation points.

Negative

No overlap; no agreement possible.

Negotiator's Surplus:

Difference between reservation point and final agreement.

Issue Types:

Congruent, Distributive, Integrative

Congruent

when both parties want the same outcome or

agree on a goal, e.g., we both think bonuses should be higher

 Distributive Issues

when parties both want a limited, fixed resource;

a “fixed pie,” win-lose issues with “zero-sum” conditions

 Integrative Issues

when multiple issues can provide alternatives and

trade-offs that can combine to “expand the pie” and benefit both

parties; win-win style that requires mutual respect and problem

solving

Integrative Strategies:

Perspective-taking, package deals, multiple equivalent offers.