This Article Full Text (PDF) Free References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in ISI Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Add to My Marked Citations Citing Articles Citing Articles via ISI Web of Science (2) Citing Articles via Google Scholar Google Scholar Articles by Phillips, K. W. Articles by Neale, M. A. Search for Related Content Social Bookmarking                   What's this?

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

Northwestern University, kwp{at}kellogg.northwestern.edu

Gregory B. Northcraft

University of Illinois, Urbana-Champaign

Margaret A. Neale

Stanford University

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.

Key Words: diversity • information sharing task • similarity-attraction • social categorization

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?