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%T Surface-Level Diversity and Decision-Making in Groups: When Does Deep-Level Similarity Help? %A Phillips, Katherine W. %A Northcraft, Gregory B. %A Neale, Margaret A. %J Group Processes & Intergroup Relations %N 4 %P 467-482 %V 9 %D 2006 %K diversity; information sharing task; similarity-attraction; social categorization; %= 2011-03-01T05:48:00Z %~ http://www.peerproject.eu/ %> https://nbn-resolving.org/urn:nbn:de:0168-ssoar-228044 %X 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. %G en %9 journal article %W GESIS - http://www.gesis.org %~ SSOAR - http://www.ssoar.info