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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.},
}