Individuals vary in how they approach diversity; some emphasize relationship-building across groups ( bridging ), while others favor driving systemic change ( dismantling ). White participants ( N = 1224) evaluated an employee who embraced or forewent these approaches. Participants low in social dominance orientation (SDO)—those less supportive of hierarchy—evaluated targets who endorsed bridging (Study 1a) and dismantling (Study 1b) approaches more positively (i.e., warmer, more competent, preferred for leadership) than targets who opposed either of these approaches. However, when directly comparing targets who strongly endorsed both approaches, participants high in SDO distinguished between targets, preferring the target who endorsed bridging over the target who endorsed dismantling approaches (Study 2). This effect was mediated by anticipated discomfort. While both bridging and dismantling can promote equality, these studies uncover a subtle way structural change may be curtailed, even when not outright dismissed, thus limiting the full potential of diversity approaches.
Albuja et al. (Thu,) studied this question.