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

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

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

Williams & O’Reilly Review of Group Diversity

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

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

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

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.

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Circles of Inclusion

Rust Belt Bible Belt

USA

Cleveland/Browns

Pittsburgh/Steelers

Terrorist

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Why task conflict should improve performance

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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.

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These conflict-based approaches lead to better decisions

Dialectical Inquiry Devils Advocacy Consensus0

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9 Solution quality Satisfaction with group

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.

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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.

Dialectical Inquiry Devils Advocacy Consensus0

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Decision quality X Decision Process