Personality and Diversity

Question 1

Personality

Answer 1

1. A persistent set of characteristics qualities and traits that taken together form a unique person… the sum of the ways an individual reacts to and interacts with others
2. When someone exhibits these characteristics in a large number of situations, we call them the personality traits of that person More consistent = more central

Question 2

Dispositional approach

Answer 2

1. Individuals’ personalities determine their behaviour
   and they possess stable traits or characteristics that influence their attitudes and behaviours
2. Individuals are predisposed to behave in certain ways.

Question 3

Situational approach

Answer 3

Characteristics of the work environment influence people’s attitudes and behaviours

Question 4

Interactionist approach

Answer 4

People’s attitudes and behaviours are a function of both disposition and the situation

Question 5

Situation strength theory

Answer 5

Depends on: Clarity (Cues about duties & responsibilities are clear),
* Consistency (compatible duties goals and responsibilities)
* Constraints (freedom limited by outside forces),
* Consequences (decisions and actions are important)

Question 6

Strong situations

Answer 6

Situations where there are clear and defined roles, rules, and contingencies.

Question 7

Trait activation theory

Answer 7

Certain situations activate personality traits
People thrive in work contexts where their traits are activated
Trait activation leads to performance when these traits are valued

Question 8

Myers-Briggs Type Indicator (MBTI)

Answer 8

Energy (Extravert, Introvert)
Information (Sensing, Intuition)
Decisions (thinking, Feeling)
Lifestyle (Judging, Perceiving )

Question 9

Challenges to MBTI

Answer 9

1. Reliability: Inconsistent results across time and people
2. Validity: Does not predict outcomes we care about ( i.e. job performance)
3. Conceptualization: Forced dichotomization of continuous variables
4. Understandability: Not easily interpretable

Question 10

OCEAN Framework

Answer 10

Says personality types include 5 dimensions. Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism.

Question 11

Openness to experience

Answer 11

• Preference for novelty and variety
  E.g.: Flexible/open to change vs resistant to change
  Creativity vs unimaginative

Question 12

Conscientiousness

Answer 12

The tendency to be disciplined, organized, and reliable

E.G.: Responsible vs irresponsible
Dependable vs. impulsive
Orderly vs. messy
Self-disciplined vs. careless

Question 13

Extraversion

Answer 13

Sociability and the tendency to seek stimulation in the company of others
E.G.: Outgoing vs shy
Assertive vs cautious
Energized vs. drained by busy environments

Question 14

Agreeableness

Answer 14

The tendency to be prosocial and cooperative with others

Question 15

Neuroticism/ emotional stability

Answer 15

Vulnerability to unpleasant emotions and difficulty withstanding stress

Question 16

Big 5 measurement issues

Answer 16

The most common method is self-reported surveys but
Individuals lie, especially when results are used for evaluation purposes
Situational factors can affect results (i.e., a bad mood)

Question 17

Core self-evaluation

Answer 17

1. Self-esteem- How you see yourself “I love myself”
2. Self-efficacy- Belief you can do it “I can do it”
3. Locus of control- Internal vs. external “I can control it”

Question 18

Self-monitoring

Answer 18

An individual’s ability to accurately read and adjust behaviour to external, situational factors
High self-monitors:
Make contradictions- public & private selves
Receive more promotions, occupy central positions
More likely to emerge as leaders

Question 19

Deep diversity

Answer 19

Attitudes opinions values information- Take time to emerge

Question 20

Surface diversity

Answer 20

Sex, race, gender, age, etc. -Are more readily observable

Question 21

Intersectionality

Answer 21

“Individuals have different identities that intersect in ways that impact how they are viewed understood and treated” Crenshaw

Question 22

Intersectionality at work:

Answer 22

Black, Asian, and White women are subject to distinct stereotypes which impact how they are treated e.g warm and agreeable. Are often penalized when they act different
People struggle to remember Black women’s names and faces compared to Black men, White women & White men.

Question 23

The Business Case for diversity

Answer 23

Business case: Organizations should value diversity because it is instrumental to organizational goals “Do it because it has benefits”
* Decreases sense of belonging and organizational attractiveness among underrepresented groups
* Generate performance contingent support

Question 24

Fairness/ Moral case:

Answer 24

organizations should value diversity because it is the morally and ethically sound thing to do

Question 25

Benefits of diversity

Answer 25

Higher quality work output
Better decision-making
Great team satisfaction

Question 26

benefits to diversity are contingent

Answer 26

The team can discuss team functioning
Status differences between groups minimized
Learning orientation
Recognize diversity, rather than seek to minimize

Question 27

Colorblindness

Answer 27

E.G. I don’t see colour
Ignoring and minimizing social differences
* By masking group differences, it can create a culture of ignoring real group disparities, and even justifying them.
* Does not address incorrect negative stereotypes
* Dominant groups become the cultural default
* Codeswitching by minorities
* Lower engagement
* Poorer performance

Question 28

Multiculturalism

Answer 28

Acknowledging and celebrating social differences (e.g. everyone is different and I value that)
* Reduces prejudice
* Can lead to more stereotyping based on visible differences even if the differences are perceived more favourable
* Greater engagement and organizational commitment
* Minorities feel appreciated, sense of belongingness, but only those that are highly identified

Question 29

Tokenism

Answer 29

• Corporate boards which exclude marginalized group members are sub-optimal
• But a diverse board by itself does not improve performance
• Attitude and culture towards diversity impacts whether individuals are tokenized or valued
• Tokens have higher levels of depression and stress lower job satisfaction and commitment and experience more discrimination, sexual harassment and stereotyping
• Tokens suffer both hypervisibility and invisibility

Question 30

Allocative inequality:

Answer 30

Women sort into lower-paid occupations and establishments

Question 31

Valuative Inequality:

Answer 31

Female-dominated occupations pay less than male-dominated occupations

Question 32

Within-Job Inequality:

Answer 32

Women receive lower pay than men within the same occupation within the same establishment

Question 33

Prejudice

Answer 33

: “Affect component” Negative feelings towards an individual or group of individuals because of their group membership

Question 34

Discrimination:

Answer 34

Unequal treatment or outcomes based on social group membership
Can be:
* Overt (e.g., segregation laws) or subtle (micro-aggressions, backhanded complements)
* Intentional or unintentional
* Systemic (policies or procedures that target minority groups) or Interpersonal
* Can be due to disadvantage or advantage

Question 35

Individuals Fostering Diversity, Equity & Inclusion

Answer 35

Individuals:
* Be a good ally.
* Confront bias:
* “Would you say the same thing to about a person who was not…?”
* “What makes you think that.”
* “I agree, …had a great idea.”

Question 36

Groups and Teams (Fostering Diversity, Equity & Inclusion)

Answer 36

• Create structured vs unstructured settings (PC Norms), with common goals and positive outcomes
• Track who does the office housework
• Foster positive diversity mindsets

Question 37

Organizations (Fostering Diversity, Equity & Inclusion)

Answer 37

• Opt-out policies (as opposed to opt-in)
• Reward DEI work.
• Collect and analyze data, accountability, formalization, and transparency.
• Increase managerial diversity.

Question 38

Circle of trust implications

Answer 38

• We tend to associate with others who are similar to ourselves and like, trust, and have more empathy for them; even though we don’t consciously seek this
• Informal recruitment programs, like word of mouth and employee referrals will attract similar people to the organization
• Although the company may have more information on these recruits and their skills ( through employee knowledge of them), this approach will rarely increase organizational diversity

Question 39

Ally Ship

Answer 39

• Center the allyship target not yourself
• Focus on the impact, not intent
• Don’t try to relate your own experiences
• Don’t center your own emotions
• Look for opportunities to listen and learn
• Books media podcasts ERGs
• Ask about work experiences and goals not about their racial experiences, appearance, or personal lives
• Echo, mentor, sponsor

Question 40

Conditions for perceptual bias

Answer 40

Time pressure
Cognitive load
Low scrutiny (no accountability)
Ambiguity (no guidelines to hiring)

Question 41

Fighting Bias in hiring

Answer 41

• Use blind screening when possible.
• Create concrete evaluation criteria before meeting candidates. (or similarity standards may shift criteria) “eliminates post rationalization
• Use structured interviews and ask the same questions to everyone.
• Rank all candidates on the same criteria immediately following the interview/meeting/assessment
• Justify all rankings.