Recent studies have examined the effect of heterogeneous values on performance
and suggest that value differences may have a greater influence than functional, demo-
graphic, or cultural differences.^51 Professor Margaret Neale of Stanford University’s
Graduate School of Business examined the impact of three types of diversity on group
performance: informational, demographic, and value-goal diversity.^52 She found that
these different forms of diversity generate different types of conflict. Informational
diversity is associated with constructive conflict, with team members debating about
the best course of action. Neale considers this positive conflict. Demographic diversity
can result in interpersonal conflict, which, if left unresolved, can destroy the group.
Groups that have value-goal diversity may face the most damage from the diversity.
When team members do not agree on values and goals, it is hard for them to function.
However, if a team works through differences to reach consensus on values and goals,
team members then know one another’s intentions.
Overall, studies suggest that the strongest case for diversity on work teams can be made
when these teams are engaged in problem-solving and decision-making tasks.^53
Heterogeneous teams may have qualities that lead to creative or unique solutions.^54 The lack
of a common perspective also means diverse teams usually spend more time discussing
issues, which decreases the possibility that a weak alternative will be chosen. Although
diverse groups have more difficulty working together and solving problems, this fades
with time as the members come to know one another. A recent study supports this idea;
teams with high expertise diversity were found to perform better when team members
were committed to the team than when team members showed low commitment.^55
Recent research suggests that when team members share a common belief that diver-
sity will positively affect their performance, they set the foundation for the team to
manage the diversity in a positive way. Specifically, if team members set out early to
try to learn about one another in order to understand and make the most of their dif-
ferences, this will have a positive effect on the team.^56 Laurie Milton, at the Haskayne
School of Business at the University of Calgary, and several co-authors found that even
10 minutes spent sharing personal information when group members first started work-
ing together lowered group conflict and improved creative performance.^57 When group
members didn’t share personal information at the beginning of their work, they were less
likely to do so later.
The research findings, taken as a whole, suggest that diversity can bring added ben-
efits to the team, but to do so, team members must have some common values, and they
need to be willing to share information about themselves early on. Thus we can expect
that diversity begins to provide extra value to the team once team members get to know
one another and the team becomes more cohesive. Focus on Diversityexamines the
impact of diversity on learning to work together in teams.166 Part 2Striving for Performance
EXHIBIT 5-6 Advantages and Disadvantages of Diversity
Advantages Disadvantages
Multiple perspectives Ambiguity
Greater openness to new ideas Complexity
Multiple interpretations Confusion
Increased creativity Miscommunication
Increased flexibility Difficulty in reaching a single agreement
Increased problem-solving skills Difficulty in agreeing on specific actionsSource:Adapted from N. J. Adler,International Dimensions of Organizational Behavior,4th ed., p. 109.
Copyright © 2002. By permission of South-Western College Publishing, a division of International
Thomson Publishing, Cincinnati, OH 45227.Haskayne School of Business,
University of Calgary
http://www.haskayne.ucalgary.ca