Week 6: Diversity

Question 1

What are the positive effects of diversity from an information/decision-making perspective according to Homan?

Answer 1

Diversity can lead to thorough and comprehensive processing of diverse information, which can improve decision-making.

Question 2

What is the downside of social categorisation in the context of diversity according to Homan?

Answer 2

Social categorisation can create ‘We-they’ distinctions, which can lead to intergroup bias and in group favoritism or prejudice.

Question 3

What can happen if intergroup bias arises as a result of subgroup categorisation? (Homan)

Answer 3

If intergroup bias arises, it can hinder information exchange and reduce group performance.

Question 4

When can diversity have a negative impact on group performance (Homan)?

Answer 4

If the group members of a working group are aware of subgroups and differences within the group.

Question 5

What determines whether various groups experience subgroup categorisation? (Homan)

Answer 5

Through the visibility of subgroups.

Question 6

Comparitive fit (Homan)

Answer 6

The extent to which a categorization results in clear between group differences and within group similarities - the higher the comparitive fit, the more likely subgroup categorization will occur

Question 7

Diversity

Answer 7

Any characteristic on the basis of which people can experience that someone is different from him/herself (demographic, ideas/knowledge, values, personality, age)

Question 8

Homan et al., named 3 diversity constellations. Name them and explain the differences and their comparetive fit

Answer 8

1) Faultline: clear subgroup (two ginger males vs 2 brown females) ;
2) Cross categorization: making different subgroups depending on which characteristics you focus;
3) Superordinate identity: Emphasize what everyone has in common (all dutch nationality)

Question 9

Which constellation group described by Homan et al., suffers the strongest from subgroup categorization?

Answer 9

Faultline group< Cross categorisation< Superodinate

• So faultline groups

Question 10

Name 3 ways in which reward structures can affect the visibility of diversity (Homan et al.,)

Answer 10

• Can reinforce a division between subgroups by creating faultline
• Rewards can cut across demographic differences (lowering salience of group)
• reward structures can emphasize the superodinate identity (lowering the salience of intragroup differences)

Question 11

What is the effect of cross categorization on intergroup bias, intragroup conflict and information elaboration according to the research of Homan?

Answer 11

Intergroup bias reduced
, which reduced intragroup conflict and enhances information elaboration

Question 11

What is the positive effect of cross-categorization in social contexts? (Homan

Answer 11

Makes categorization more complex, reducing the distinction between in-groups and out-groups.

Question 12

How does partially overlapping group memberships affect intergroup comparisons? (Homan)

Answer 12

Partially overlapping group memberships undermine the motivation for making strong intergroup comparisons, promoting more balanced evaluations of different groups

Question 13

What is the impact of crossing diversity attributes on intergroup bias? (Homan)

Answer 13

Can reduce intergroup bias, leading to less conflict within groups and enhancing information exchange among diverse groups.

Question 14

When is intergroup bias reduced in the context of subgroups and roles? (Homan)

Answer 14

When existing subgroups are crossed with role expectations, as this overlap in roles can lead to less intergroup bias and promote positive intergroup interactions

Question 15

What happens to the performance pattern when taking into account openness to experience in diverse teams? (Homan)

Answer 15

• Faultline team, high openness to experience can overcome some of the drawbacks;
• Superordinate teams: it doesn’t matter
• Cross-categorization: High on openness they perform better than any other team, but when they don’t, their performance suffers.

Question 16

Functionality heterogeneous teams (Somech)

Answer 16

People from different disciplines and functions, who have pertinent expertise in the proposed course of action

Question 17

Functionality homogeneous teams (Somech)

Answer 17

Team members who are more similar in their professional backgrounds, knowledge, skills, abilities

Question 18

What is a negative impact of heterogeneity according to Somech?

Answer 18

Increased costs, felt stress and lower group cohesiveness

Question 19

Task related attributes (Somech)

Answer 19

skills and abilities needed to perform the job

Question 20

Relations -oriented attributes (Somech)

Answer 20

Personal characteristics - irrelevant to task performance & innovation

Question 21

Participative leadership (Somech)

Answer 21

Joint decision-making, or at least shared influence in decision making, by superior and his employees

Question 22

Directive leadership (Somech)

Answer 22

Providing teammembers framework for decision making and action in alignment with superior’s vision

Question 23

Team reflection (Somech)

Answer 23

The extent to which teammembers collectively reflect upon the teams objectives, strategies and process

Question 24

Team in-role performance (Somech)

Answer 24

The extend to which the team accomplishes its purpose and procedures the intended, expected or desired result

Question 25

Team innovation (Somech)

Answer 25

The introduction or application within a team of ideas, processes, products, or procedures that are new to the team and that are designed to be usefull

Question 26

What is the relationship between participative leadership and team reflection in heterogeneous teams? (Somech)

Answer 26

It is positively related to the team processes of team reflection and team innovation in heterogeneous teams.

Question 27

What is the impact of participative leadership on the in-role performance of a heterogeneous team? (Somech)

Answer 27

Participative leadership is negatively related to the in-role performance of a team, indicating that while it fosters reflection and innovation, it may potentially reduce the team’s traditional, in-role performance.

Question 28

What is the relationship between directive leadership in heterogeneous teams and team performance? (Somech)

Answer 28

Directive leadership in heterogeneous teams has no effect on team reflection and innovation but is positively related to the process of team performance.

Question 29

What is the impact of participative leadership in homogeneous teams on team reflection, innovation, and performance? (Somach)

Answer 29

Participative leadership in homogeneous teams has no effect on team reflection, innovation, and performance.

Question 30

How does directive leadership in homogeneous teams relate to team reflection, innovation, and performance?

Answer 30

Directive leadership in homogeneous teams is positively related to the process of team reflection, as it might be necessary to overcome strong pressures for conformity. However, it has no effect on team innovation and performance.

Question 31

Name 2 key indicators that represent team effectiveness according to Greet et al.,

Answer 31

Team performance
Team viability

Question 32

Team viability (Greet)

Answer 32

The willingness to remain with the team

Question 33

Name 2 pathways to explain relationship between hierarchy and team effectiveness (Greet)

Answer 33

Functionalist perspective
Conflict perspective

Question 34

Power dispersion (greer & kleef) - Explain the difference between High vs Low

Answer 34

The degree to which power levels vary within a group.
High: High in hierarchial team structure
Low: Low in hierarchial team structure

Question 35

Name 3 moderatiors for relationship between hierarchy and coordinating-enabling processes (Greet)

Answer 35

Task interdependece
Task Ambuiguity
Task complexity

Question 36

Name 4 moderatiors for relationship between hierarchy and conflict-enabling states(Greet)

Answer 36

Membership instability
Skill differentiation
Hierarchy mutability
Hierarchy form

Question 37

Which factor mediated the hierarchy-performance relationship in a negative way (Greet)?

Answer 37

Coordination-enabling processes

Question 38

Which factor mediated the negative relationship between hierarchy and team effectiveness? (Greet)

Answer 38

Conflict enabling states

Question 39

Which factor moderated in a negative way between hierarchy and performance and had no effect on task complexity? (Greet)

Answer 39

Task interdependence

Question 40

Which factor moderates the positive relationship between hierarchy and performance?

Answer 40

Task ambiguity

Question 41

Which 3 moderators moderated the negative relationship between hierarchy and performance? (Greet)?

Answer 41

Membership instability
Skill differentiation
Hierarchy mutability

Question 42

De Wit et al., names 3 different ways that social power operates

Answer 42

Downward control: supevisor over subordinates
Upward control: subordinates over their supervisor
Lateral control: The power two co-workers hold over each other

Question 43

Structural power (Wit et al.,)

Answer 43

Objectively demonstrable control of valued resources (potential punish and reward)

Question 44

Psychological power (Wit et al.,)

Answer 44

Conscious evaluation of the extend to which one has the ability to influence others and a cognitive network of concepts associated with power

Question 45

According to Wit et al., Powerholders can perceive power in 2 ways

Answer 45

Power as a responsibility
Power as opportunity

Question 46

What is the name of the research from Homan, Gündemir, Buengler & Kleef?

Answer 46

Leading Diversity: Towards a Theory of Functional Leadership in Diverse Teams

Question 47

What is the positive effect of diversity from the perspective of information processing and decision making? (Homan et al.,)

Answer 47

Diversity promotes thorough and comprehensive processing of diverse information.

Question 48

What are the negative effects of diversity from the perspective of social categorization? (Homan et al.,)

Answer 48

Subgroups can create “us-versus-them” distinctions, leading to intergroup bias and prejudice. This hinders information processing and worsens group performance.

Question 49

How can reward structures influence the salience of diversity? (Homan et al.,)

Answer 49

1. Creating a diversity faultline: reinforces division between subgroups.
2. Rewards can cut across demographic differences, thus lowering the salience of subgroups
3. Reward structures can emphasize the superordinate identity of a team, thus lowering the salience of intragroup differences

Question 50

When can diversity negatively impact team functioning? (Homan et al.,)

Answer 50

If individual members of the working group are aware of the presence of subgroups and the dissimilarities that exist within the group.

Question 51

How do Homan et al., define “Comparative fit”?

Answer 51

The extent to which a categorization results in clear between-group differences and within-group similarities - the higher the comparative fit, the more likely subgroup categorization will occur.

Question 52

Name the three conditions of diversity salience according to Homan et al.,?

Answer 52

Faultline
Cross-categorization
Subordinate identity