henry tam/mgi case - syllabus | organization …orgcom14.hciresearch.org/sites/orgcom14.h… · ppt...
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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
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Diversity is a double edged sword Diversity on job-related dimensions seems to
– Bring more ideas & skills into a group– Increase contact with stakeholders outside the group– Increase innovation and problem solving– Challenge assumptions– “Creative abrasion”
But diversity of many types (including functional area)– Increases tension & conflict– Decreases cohesion– Makes communication less efficient
The net benefit isn’t clear
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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.”
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Williams & O’Reilly Review of Group Diversity
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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
K = 30 studies, > 2,000 respondents
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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
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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.
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Circles of Inclusion
Rust Belt Bible Belt
USA
Cleveland/Browns
Pittsburgh/Steelers
Terrorist
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Why task conflict should improve performance
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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.
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These conflict-based approaches lead to better decisions
Dialectical Inquiry Devils Advocacy Consensus0123456789 Solution quality Satisfaction with group
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.
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Meta-analysis shows devil’s advocacy better than expert advice
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.
Dialectical Inquiry Devils Advocacy Consensus0
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Decision quality X Decision Process
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