Surface-Level Diversity and Decision-Making in Groups: When Does Deep-Level Similarity Help?

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

Object Details

• Location: Deutsche Nationalbibliothek Frankfurt am Main
• Extent: Online-Ressource
• Language: Englisch
• Notes: Postprint ; begutachtet (peer reviewed) ; In: Group Processes & Intergroup Relations ; 9 (2006) 4 ; 467-482

Contributors, Places and Time

• Event: Veröffentlichung
• (where): Mannheim
• (when): 2006
• Creator: Phillips, Katherine W. ; Northcraft, Gregory B. ; Neale, Margaret A.

Further information

• DOI: 10.1177/1368430206067557
• URN: urn:nbn:de:0168-ssoar-228044
• Rights: Open Access unbekannt; Open Access; Der Zugriff auf das Objekt ist unbeschränkt möglich.
• Last update: 25.03.2025, 1:52 PM CET