MGT 18 Midterm

conditions in which diversity trumps ability

(Scott Page)

1, the problem is difficult

2. the people are smart

3. the people are diverse

4. the teams have been chosen from a large selective pool and are reasonably big

who came up with the diversity prediction theorem

Scott page

Goldsmith Idea of Diversity Tension

• Summary: Diversity tension arises from differences in perspectives, values, and experiences within diverse teams. While it can create conflict, it also drives innovation.

• Key Takeaways:

  • Managing diversity tension is essential for harnessing its benefits.

  • Constructive conflict can enhance decision-making and creativity.

Business Case for Diversity (Scott Page) + Super-additivity

• Summary: Scott Page argues that diversity improves problem-solving, decision-making, and performance through "super-additivity" (where diverse perspectives add more value together than individually).

• Key Takeaways:

  • Diversity enhances innovation and problem-solving.

  • Diverse teams outperform homogeneous ones in complex tasks.

Katherine Phillips on How Diversity Makes Us Smarter & Why Identity Diversity Matters

• Summary: Phillips' research shows that diverse groups challenge assumptions, leading to smarter decisions and innovation.

• Key Takeaways:

  • Identity diversity (race, gender, background) leads to better cognitive diversity.

  • Working in diverse groups improves critical thinking.

Social Identity Theory (Martin Davidson) + Gert Hofstede

• Summary: Social identity theory explains how group membership shapes self-perception and behavior. Hofstede's cultural dimensions explore how cultural differences affect workplace dynamics.

• Key Takeaways:

  • Social identity affects inclusion and biases in teams.

  • Hofstede’s dimensions (e.g., individualism vs. collectivism) impact leadership and teamwork

Master Status/Foreground Identity (Sandra Sucher) – Age, Race, and Gender

• Summary: Master status refers to an identity (race, gender, age) that overshadows other characteristics, affecting how individuals are perceived and treated.

• Key Takeaways:

  • Stereotypes influence workplace interactions.

  • Inclusive leadership helps mitigate biases.

Sandra Sucher, Minority Status, and Stereotype Threa

• Summary: Stereotype threat occurs when individuals fear confirming negative stereotypes, impacting their performance.

• Key Takeaways:

  • Awareness of stereotype threat improves equity.

  • Supportive environments reduce its effects.

David Harrison (Surface Level vs. Deep Level Differences)

• Summary: Surface-level differences (race, gender) are visible, while deep-level differences (values, perspectives) emerge over time.

• Key Takeaways:

  • Deep-level diversity is more impactful for team cohesion and performance.

  • Teams should leverage both surface and deep-level diversity.

Identity Diversity, Stereotypes, and Interpersonal Congruence (Polzer & Elfenbein)

• Summary: Interpersonal congruence occurs when people perceive each other as they truly are, reducing biases and enhancing trust.

• Key Takeaways:

  • Misalignment in identity perceptions leads to miscommunication.

  • Effective diversity management fosters trust

IAT, Implicit Bias, In-group Favoritism (Banaji)

• Summary: Implicit bias affects decision-making unconsciously, leading to in-group favoritism and exclusion.

• Key Takeaways:

  • Implicit bias training improves diversity outcomes.

  • Awareness helps counteract unconscious prejudices.

M. Banaji and Workplace Diversity Training

• Summary: Workplace diversity training addresses biases and promotes inclusive behaviors.

• Key Takeaways:

  • Effective training includes ongoing reinforcement.

  • Diversity efforts should be tied to organizational goals.

Successful Teams (Katzenbach & Smith, R. Hackman’s Team Misperceptions)

• Summary: Effective teams balance task and relationship dynamics while avoiding common misperceptions.

• Key Takeaways:

  • Psychological safety boosts team success.

  • Shared purpose and role clarity enhance performance.

Advantages of and Differences Between Workgroups and Teams

• Summary: Workgroups function independently, while teams require collaboration and interdependence.

• Key Takeaways:

  • Teams require trust and shared accountability.

  • Workgroups focus on individual contributions.

Stages of Group Development (Tuckman)

• Summary: Teams develop through forming, storming, norming, performing, and adjourning.

• Key Takeaways:

  • Understanding team stages improves management strategies.

  • Conflict (storming) is necessary for growth.

Cardona and Miller on Team Development, The Carmill Model

• Summary: The Carmill Model explores how emotional intelligence affects team development.

• Key Takeaways:

  • EI is crucial for high-performing teams.

  • Leaders should foster empathy and adaptability.

Group Norms and Roles – Constructive and Debilitating

• Summary: Group norms shape behavior, while roles define responsibilities.

• Key Takeaways:

  • Positive norms enhance cohesion.

  • Toxic norms hinder performance.

Pentland’s Research on Successful Teams (TED Talk)

• Summary: Successful teams communicate effectively, balancing speaking and listening.

• Key Takeaways:

  • Energy, engagement, and exploration drive team success.

  • Psychological safety fosters openness.

Charles Duhigg and Google’s Project Aristotle

• Summary: Google found that psychological safety was the key factor in high-performing teams.

• Key Takeaways:

  • Trust and inclusion improve collaboration.

  • High-performing teams share ideas freely

Separation, Variety & Disparity Diversity (Harrison & Klein)

• Summary: Diversity can be categorized as separation (differences in values), variety (different knowledge), or disparity (power imbalances).

• Key Takeaways:

  • Variety drives innovation.

  • Managing power imbalances improves fairness

19. Psychological Safety (Amy Edmondson)

• Summary: Psychological safety enables open communication without fear of punishment.

• Key Takeaways:

  • Essential for team success.

  • Leaders must model inclusive behaviors.

The Fearless Organization (Karen Christensen & Amy Edmondson Interview)

• Summary: Psychological safety fosters learning and performance in organizations.

• Key Takeaways:

  • Encouraging risk-taking leads to innovation.

  • Fear stifles creativity and engagement.

Bresman, Henrik & Amy Edmondson (2022) – Why Diverse Teams Need Psychological Safety

• Summary: Diversity alone is not enough—teams need psychological safety to thrive.

• Key Takeaways:

  • Without psychological safety, diversity can lead to misunderstandings.

  • Leaders play a key role in fostering an inclusive culture.

interpersonal congruence

how you understand your skills is the same as how you team members/others perceive you; significant because it shows alignment and connection between team members

• Implicit forms of prejudice

• Bias that favors one’s groups

• Conflict of interest

• Tendency to overclaim credit

four sources of unintentional bias (Banaji et al)

• Become more vigilant about out inherent biases

  • Gather empirical data and stop trusting intuitive data

  • Reshape our environment with an audit looking for unintended bias

  • Seek the “veil of ignorance” and invite others into the decisions making arena (creating a diversity of bias)

  • Recognize the power of printing (ability to disrupt bias)

what you can do about unintentional bias

Hofstede’s cultural dimensions

1. Power Distance (PDI)

2. Individualism vs. Collectivism (IDV)

3. Masculinity vs. Femininity (MAS)

4. Uncertainty Avoidance (UAI)

5. Long-Term vs. Short-Term Orientation (LTO)

6. Indulgence vs. Restraint (IVR)

1. Power Distance (PDI)

• Definition: The extent to which less powerful members of a society accept and expect power to be distributed unequally.

• High Power Distance: Hierarchical cultures where authority is respected (e.g., China, Mexico).

• Low Power Distance: Egalitarian cultures where power is more distributed (e.g., Denmark, Sweden).

2. Individualism vs. Collectivism (IDV)

• Definition: The degree to which individuals are integrated into groups.

• Individualist Cultures: Emphasize personal achievements and independence (e.g., USA, UK).

• Collectivist Cultures: Focus on group harmony and loyalty (e.g., Japan, India).

3. Masculinity vs. Femininity (MAS)

• Definition: The distribution of roles between genders and the emphasis on competition vs. cooperation.

• Masculine Cultures: Value competitiveness, achievement, and material success (e.g., Japan, USA).

• Feminine Cultures: Value care, quality of life, and social well-being (e.g., Sweden, Netherlands).

4. Uncertainty Avoidance (UAI)

• Definition: The degree to which a society tolerates uncertainty and ambiguity.

• High Uncertainty Avoidance: Prefer structured environments with clear rules (e.g., Greece, Portugal).

• Low Uncertainty Avoidance: More accepting of risks and flexibility (e.g., Singapore, Denmark).

• 5. Long-Term vs. Short-Term Orientation (LTO)

• Definition: The focus on future rewards vs. maintaining traditions.

• Long-Term Orientation: Emphasize perseverance, thrift, and future planning (e.g., China, Japan).

• Short-Term Orientation: Focus on traditions, past, and immediate rewards (e.g., USA, Nigeria).

6. Indulgence vs. Restraint (IVR)

• Definition: The degree to which societies allow free gratification of basic human desires.

• Indulgent Cultures: Encourage enjoying life and having fun (e.g., USA, Brazil).

• Restrained Cultures: Have stricter social norms and discourage indulgence (e.g., Russia, China).

Harrison and Klein’s Typology on diversity

1. Separation Diversity

2. Variety Diversity

3. Disparity Diversity

1. Separation Diversity

• Definition: Differences in values, attitudes, or beliefs.

• Example: Political ideology or opinions on decision-making styles.

• Effect on Teams: Can lead to conflict and polarization but also encourages perspective-taking.

2. Variety Diversity

• Definition: Differences in knowledge, skills, or expertise.

• Example: A marketing team with experts in branding, data analytics, and graphic design.

• Effect on Teams: Enhances innovation and problem-solving by bringing unique perspectives.

3. Disparity Diversity

• Definition: Differences in power, status, or resources.

• Example: A workplace where some employees have significantly more influence or salary than others.

• Effect on Teams: Can create resentment or disengagement if not managed properly.