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Group Processes & Intergroup Relations, Vol. 9, No. 4, 467-482 (2006)
DOI: 10.1177/1368430206067557
© 2006 SAGE Publications

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

Katherine W. Phillips

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

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