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The Application of the Personalization Model in Diversity Management

Alliant International University, nensari{at}alliant.edu

Norman Miller

University of Southern California

In an attempt to extend the existing approaches to diversity management, and present a theoretically based intervention strategy that offers ways to reduce prejudice at the workplace, this article reviews the Personalization Model (Brewer & Miller, 1984; Ensari & Miller, 2002; Miller, 2002) and its components (self-other comparison, self-disclosure, and empathy). We argue that, when applied in an organizational context, personalization can improve intergroup relations in organizations, and thereby increase effectiveness and productivity. The present article also discusses how personalization effects can be extended to the out-group as a whole, and proposes alternative ways to implement it in organizations. We further present ideas for future research that can potentially explore the beneficial effects of intergroup personalized contact at the workplace.

Key Words: diversity • intergroup relations • personalization

Group Processes & Intergroup Relations, Vol. 9, No. 4, 589-607 (2006)
DOI: 10.1177/1368430206067679


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