Diversity, Conflict, and Team Performances Summary of Program of Research

Increased productivity, creativity, and enhanced morale depends not only on the presence of diverse viewpoints and perspectives but also on the effective management of the conflict that arises due to these forms of diversity and the smooth implementation of the new and improved ideas. My co-authors and I have developed a model that includes a broader range of diversity characteristics and describes the processes by which diversity is beneficial in organizations. I present a summary of five research studies that we have conducted to validate and elaborate this model of diversity and performance. Teams that focus on differences in individual's work experience, educational training, and functional expertise (informational diversity) are able to debate constructively in an accepting setting (task conflict). However, teams that focus on differences in gender, race, and age (social category diversity) are more likely to stereotype and interpret things in a personal manner that is often destructive (relationship conflict). Teams that hold similar values about work and group goals are much less likely to debate about resource and work allocation (process conflict) and less likely to engage in personal attacks (relationship conflict). The summary of our research findings informs managers, team leaders, and organizational theorists.