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

[journal article]

Phillips, Katherine W.; Northcraft, Gregory B.; Neale, Margaret A.

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Please use the following Persistent Identifier (PID) to cite this document:http://nbn-resolving.de/urn:nbn:de:0168-ssoar-228044

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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.
Free Keywords diversity; information sharing task; similarity-attraction; social categorization;
Document language English
Publication Year 2006
Page/Pages p. 467-482
Journal Group Processes & Intergroup Relations, 9 (2006) 4
DOI http://dx.doi.org/10.1177/1368430206067557
Status Postprint; peer reviewed
Licence PEER Licence Agreement (applicable only to documents from PEER project)