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@article{ Phillips2006, title = {Surface-Level Diversity and Decision-Making in Groups: When Does Deep-Level Similarity Help?}, author = {Phillips, Katherine W. and Northcraft, Gregory B. and Neale, Margaret A.}, journal = {Group Processes & Intergroup Relations}, number = {4}, pages = {467-482}, volume = {9}, year = {2006}, doi = {https://doi.org/10.1177/1368430206067557}, urn = {https://nbn-resolving.org/urn:nbn:de:0168-ssoar-228044}, 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.}, }