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Reading Material: Experiencing diversity conflict and emotions in teams
University of Geneva Switzerland
The diversity in teams has been previously defined in term of the nominal categories into which team members fall. The core argument of this paper is that diversity is a subjective experience of social categories to which members feel they belong. These categories or social identities, may become more or less salient in different contexts and at different times. The authors propose a model of diversity in teams that explains under what conditions these social identities become salient and how these social identities may influence appraisals of issues and events. These appraisals, in turn, can influence conflict and emotion. This dynamic view of diversity provides us with a better understanding of the black box-the cognitive and affective processes that may help to explain behavior and subsequently team performance.
Diversity in work team compositions presents a paradox. On the one hand, diversity of team member’s perspectives promises higher quality decisions, great creativity and more innovation. On the other, it also leads to a greater probability of tensions and conflicts. Perhaps, in part, this diversity paradox can be explained by how diversity is defines. One of the major difficulties in empirically assessing the impact of diversity on team performance is that definitions of diversity are too broad and varied,ranging from discrete categories such as age and sex to the more general attitudes and preferences. However diversity of team composition alone is not the key to performance. Performance would seem to depend more on the way in which diversity influences team processes and on how these process are managed.
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