MGI case illustrates faultlines

Correlated dimensions of diversity that yield
a clear basis for subgroups formation
 The stronger the diversity faultline,
–
–

The more likely subcategorizations will occur
Greater the chance of disruptions of group
functioning.
Illustrates differences btw task conflict &
relational conflict
1
Diversity is a double edged sword

Diversity on job-related dimensions seems to
–
–
–
–
–

But diversity of many types (including functional
area)
–
–
–

Bring more ideas & skills into a group
Increase contact with stakeholders outside the group
Increase innovation and problem solving
Challenge assumptions
“Creative abrasion”
Increases tension & conflict
Decreases cohesion
Makes communication less efficient
 The net benefit isn’t clear
2
Conclusion
Review of 87 studies of diversity
“Overall, this research offers convincing support for the argument
that variations in group demography can have both direct and
indirect effects on group process and performance. Under ideal
conditions increased diversity may have the positive effects
predicted by information and decision theories. However,
consistent with social categorization and similarity/ attraction
theories. the preponderance of empirical evidence suggests
that diversity is most likely to impede group functioning.
Unless steps are taken to actively counteract these effects. the
evidence suggests that, by itself, diversity is more likely to have
negative than positive effects on group performance.”
3
Williams & O’Reilly Review of Group Diversity
4
Distinguishing Between Task &
Relationship Conflict

Task conflict
–
To what extent are there differences of opinions regarding the task
in your work group
– How frequently are there disagreements about the task you are
working on in this work group,
– How often do people in your work group disagree about the work

Relationship conflict
–
Sample items for relationship conflict include How muc friction is
present in your work group,
– To what extent are personality clashes present in your work
group, How much anger is present in your
– How much emotional conflict is there in your work group
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De Wit & Greer update’s (2012):
Meta-analysis on conflict, team performance & satisfaction
Relationship conflict associated with poorer satisfaction & performance
Average correlations, corrected for unreliability
 Task conflict X relationship conflict = .52***
 Task conflict X member satisfaction = -.24***
 Relationship conflict X members satisfaction = -.54***
 Task conflict X task performance = -.01**
 Relationship conflict X task performance = -.16
Average correlation broken down by type of conflict and type of outcome
6
K = 30 studies, > 2,000 respondents
De Wit & Greer’s update (2012): Effects of task conflict
depend on relationship conflict

With a strong
relationship btw task &
relationship conflict, then
task conflict predicts
worse performance
 With no relationship btw
task & relationship
conflict, then task
conflict does not predict
worse performance
7
What Do You Do About It?

Recategorization
Super-category – circle of inclusion
– Find cross-cutting categories
– Find superordinate goal
– Identify common enemy
–

Declassify
–
Get people to think of outgroup members as
individuals, not exemplars of their group
– Contact hypothesis – Get to know others in
context of equal status and communication

Mutual differentiation
–
Acknowledge differences
– Emphasize complementary
Gaertner, S. L., Dovidio, J. F., Banker, B. S., Houlette, M., Johnson, K. M., & McGlynn, E.
A. (2000). Reducing intergroup conflict: From superordinate goals to decategorization,
recategorization, and mutual differentiation. Group Dynamics, 4(1), 98-114.
9
Circles of Inclusion
USA
Rust Belt
Cleveland/
Browns
Terrorist
Bible Belt
Pittsburgh/
Steelers
10
Why task conflict should improve performance
11
Using Conflict for Creative Problem
Solving
Dialectical Inquiry




Identify a recommended plan
with the data used to derive it.
Identify the underlying
assumptions.
Develop a feasible counterplan
that rests on opposite
assumptions.
Conduct a structured debate
so decision-makers hear
arguments in support of both
the plan and the counterplan.
Devil’s Advocacy

Devil's advocate developers a
critique of the prevailing plan,
which criticizes it but offers no
counterplan.
12
These conflict-based approaches
lead to better decisions
Schweiger, D. M., Sandberg, W. R., & Ragan, J. W. (1986). Group
approaches for improving strategic decision making: Academy of
management Journal, 29(1), 51-71.
9
8
7
6
5
4
3
2
1
0
Solution quality
Dialectical Inquiry
Satisfaction with group
Devils Advocacy
Consensus
13
Meta-analysis shows devil’s advocacy
better than expert advice
Decision quality X Decision Process
1.4
1.2
1
0.8
0.6
0.4
0.2
0
Dialectical Inquiry
Devils Advocacy
Consensus
Schwenk, C. R. (1990). Effects of devil's advocacy and dialectical inquiry
on decision making: A meta-analysis. Organizational Behavior and Human
Decision Processes, 47(1), 161-176.
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