Abstract
We examined how surface-level diversity (based on race) and deep-level similarities influenced three-person decision-making groups on a hidden-profile task. Surface-level homogeneous groups perceived their information to be less unique and spent less time on the task than surface-level diverse groups. When the groups were given the opportunity to learn about their deep-level similarities prior to the task, group members felt more similar to one another and reported greater perceived attraction, but this was more true for surface-level homogeneous than surface-level diverse groups. Surface-level homogeneous groups performed slightly better after discovering deep-level similarities, but discovering deep-level similarities was not helpful for surface-level diverse groups, who otherwise outperformed surface-level homogeneous groups. We discuss the implications of this research for managing diversity in the workplace.
Original language | English (US) |
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Pages (from-to) | 467-482 |
Number of pages | 16 |
Journal | Group Processes and Intergroup Relations |
Volume | 9 |
Issue number | 4 |
DOIs | |
State | Published - Oct 2006 |
Keywords
- Diversity
- Information sharing task
- Similarity-attraction
- Social categorization
ASJC Scopus subject areas
- Social Psychology
- Cultural Studies
- Communication
- Arts and Humanities (miscellaneous)
- Sociology and Political Science