Diversity and Inclusion I

Question 1

diversity

Answer 1

ways in which people are different from each other

Question 2

inclusion

Answer 2

people can bring their unique aspects while still being treated as insiders

Question 3

surface-level diversity

Answer 3

traits that are highly visible ex. race, gender, age

Question 4

deep-level diversity

Answer 4

traits underneath the surface that are harder to observe ex. values, beliefs, and attitudes

Question 5

similarity- attraction phenomenon

Answer 5

tendency to be more attracted to individuals who are similar to self.
- people allocate greater resources and more positive attitudes

Question 6

Similarity attraction ph. con

Answer 6

problematic for minority group members in organizations
- they have fewer people to receive same level of assistance or mentorship

Question 7

resume whitening

Answer 7

minority job applicants deleting references to their race
- whitened resumes are more likely to receive request for interviews

Question 8

Blind hiring

Answer 8

music industry started to have anonymous auditions– greater employment of women

Question 9

Mentorship

Answer 9

employees often get ahead in organizations through having a powerful mentor
- they acquire tactic info. and other intangible opportunities
people are more likely to adopt mentees who are similar to them

Question 10

promotions

Answer 10

women constitute about 50% of work force. men are 4X more likely to reach highest positions
- 10 of fortune 500 co. are led by women

Question 11

pay gap

Answer 11

unexplainable by differences in job performance still remains

Question 12

stereotypes

Answer 12

• generalizations of a particular group of people.
• mere existence of stereotypes can enhance or diminish job performance
• stereotypes often lead to unfair and inaccurate decision making and attributions

Question 13

stereotypes faultlines

Answer 13

attribute along which a group is split into subgroups
- members of different subgroups may avoid communicating with each other
- teams w faultlines tend to experience more conflict, less cohesion, and worse performance

Question 14

faultlines ex.

Answer 14

3 Asian women and 3 Caucasian men (a split)
vs
2 Asian females, 2 Caucasian males, 1 Asian male, 1 Caucasian females

Question 15

overcome faultlines

Answer 15

• do best to avoid obvious and natural divisions based on social categories
• emphasize shared purpose and identity
• create team based rewards

Question 16

diversity pros

Answer 16

• higher creativity and decision making
• better understanding of customers
• more adaptability
• higher co. performance

Question 17

diversity cons

Answer 17

• social conflict
• poor communication
• loss of trust
• high status differences
• feelings of injustice

Question 18

diversity real meaning

Answer 18

having a distribution of differences on a particular dimension
- have to be specific about what dimension
- whether diversity is good or bad depends on what referring to

Question 19

information access:

Answer 19

difference on a feature that represents unique feature that represents unique KSAs

Question 20

variety

Answer 20

composition of information access demographics and functional background

Question 21

variety frequently predicted outcomes

Answer 21

• higher creativity
• greater flexibility
• higher decision making

Question 22

separation

Answer 22

composition of feeling: differences that represent where one stands on issue.
- values, attitudes, beliefs

Question 23

separation frequently predicted outcomes

Answer 23

• less: cohesion, trust, and social disintegration

Question 24

Disparity

Answer 24

composition of dominance: differences on a feature of something that we own
- pay, power, status

Question 25

Disparity frequently predicted outcomes

Answer 25

• higher competition
• lower levels of motivation
• counterproductive

Question 26

building variety

Answer 26

draw from different social circles
- randomly assign groups
- assign someone who does not have relevant task knowledge
create effective norms
- emphasize team identity
- low- stakes, acquaintance activity
- always poll everyone

Question 27

avoiding separation

Answer 27

build social bridges
- identify someone who can bridge sub-groups
- have employees engage in perspective taking and identify advantages of other’s position

Question 28

reducing disparity

Answer 28

increase input opportunities for all members
- regular rotation of leadership roles and responsibilities
- allow for anonymous input and feedback

Question 29

managing variety

Answer 29

variety: generates “good” conflict that can lead to necessary discussions on how to move forward
- separation/disparity

Question 30

managing separation/disparity

Answer 30

generates “bad” conflict and can stifle variety. Good leaders actively identify and address potential for separation and disparity.