When Team Diversity Facilitates Performance: Understanding and Overcoming Fractured Behavioral Patterns

美国社会的多样性--以及在其中工作的团队--是一个现实。那么，问题是如何利用团队多样性来实现团队目标。“多样性商业案例”背后的共同智慧声称多样性是增强团队成功的资源。然而，社会科学的研究结果表明，多样性反而会产生窒息和冲突的团队过程，破坏团队成果。当不同的属性以有意义的方式排列在一起时，这些有害的影响就会变得明显;就像地球表面的裂缝一样，子群体的划分--断层线--可能会出现，从而抑制绩效。迫切需要解决的问题是如何防止和克服断裂的行为动力学的断层线，使团队的多样性，以有效地利用到有效的performance.The这组研究的目标是探索的条件下，多样性促进而不是阻碍团队绩效。人们预计，多样性的承诺可以实现（和避免陷阱）的条件下，功能失调，断裂的行为模式是防止。从理论上解释的挑战和机会的团队多样性，目前的研究探讨了三个条件，可能使多样性的好处：高水平的团队识别，亲多样性的价值观，社会联系。总的来说，这项工作将塑造学术话语和组织实践，关于何时以及如何成员的多样性特征可以促进团队performance.Intellectual优点：这项工作将有意义地促进组织科学通过识别因素，抑制和促进质量性能在不同的团队。它将把简单的多样性透镜作为团队的一维特征，转向一种强调当团队成员的特征一致时可能出现的复杂行为模式的方法。为了做到这一点，目前的研究将从一个更多维的角度来研究多样性：团队断层线。此外，这些研究将使用新的社交传感器技术来研究多样性断层线如何在团队成员的社交互动中以微妙的方式表现出来。这将使目前的研究人员：（1）解决关于团队多样性影响的模棱两可的发现，（2）挑战人口统计类别一致时断层线必然存在的主导假设，（3）探索断层线产生的复杂行为表现，最后（4）检查断层线影响可以减弱的条件。这些进步将塑造学术界对团队多样性对绩效产生积极和消极影响的方式的理解。更广泛的影响：这项研究将对科学和社会产生广泛的影响。事实上，本研究的理论基础和实证结果将为以前关于团队多样性的模棱两可的结论提供一个独特的解释。此外，这项研究将通过关注限制绩效的特定行为模式来改变学者接近团队多样性的方式。事实上，这种独特的方法论方法，将来自社会计量传感器的“更大数据”的力量带到了团队动力学的研究中，将激发新的见解和研究范式。更广泛的影响进一步延伸到个人、组织和社会。个人可能会获得新的见解，人际动态和微妙的行为模式，加强群体间的偏见。这项工作还将确定（并在实验和实地环境中进行经验评估）组织可以塑造的调节条件，以最大限度地发挥劳动力多样性的潜力。最终，基于团队的组织系统和人口多样性的同时扩散产生了卓越团队成果的潜力。因此，这项工作的结果是及时和有益的，以提高团队的有效性和解决故障线在许多情况下，不同的团队朝着共同的目标。

Diversity within American society - and the teams that work within it - is a reality. The question, then, is how to leverage team diversity toward team goals. Common wisdom behind the "business case for diversity" purports that diversity is a resource that enhances team success. Social science findings, however, suggest that diversity can instead yield stifled and conflictual team process that undermines team outcomes. These detrimental effects are pronounced when diverse attributes align in meaningful ways; like cracks in the surface of the earth, subgroup divisions - faultlines - can emerge that restrain performance. The emergent problem is how to prevent and overcome the fractured behavioral dynamics of faultlines to allow team diversity to be effectively leveraged toward effective performance.The goal of this set of studies is to explore the conditions under which diversity facilitates rather than hinders team performance. It is anticipated that the promise of diversity can be achieved (and pitfalls avoided) in conditions under which dysfunctional, fractured behavioral patterns are prevented. Drawing from theories that explain the challenges and opportunities of team diversity, the current studies explore three conditions that may enable the benefits of diversity: high levels of team identification, pro-diversity values, and social connectedness. Overall, this work will shape scholarly discourse and organizational practice regarding when and how members' diverse characteristics can facilitate team performance.Intellectual Merit: This work will meaningfully contribute to organizational science by identifying factors that inhibit and facilitate quality performance in diverse teams. It will shift the simplistic lens of diversity as a unidimensional feature of teams toward an approach that emphasizes the complex behavioral patterns that can emerge when team members' characteristics coincide. To do this, the current studies will examine diversity from a more multidimensional viewpoint: team faultlines. In addition, the studies will use the newly available technology of sociometric sensors to examine how diversity faultlines manifest themselves in subtle ways in the social interactions of team members. This will allow the current researchers to: (1) address equivocal findings about the effects of team diversity, (2) challenge the dominant assumption that faultlines necessarily exist when demographic categories align, (3) explore the complex behavioral manifestations generated by faultlines, and finally (4) examine conditions under which the effects of faultlines can be attenuated. These advancements will shape scholarly understanding about the ways in which team diversity can positively and negatively impact performance. Broader Impacts: This research will have broad-reaching impact on both science and society. Indeed, the theoretical bases and empirical findings of this research will provide a unique explanation for previous equivocal conclusions about team diversity. Moreover, this research will transform the way scholars approach team diversity by focusing on the particular patterns of behavior that constrain performance. Indeed, the unique methodological approach, which brings the power of "bigger data" from sociometric sensors to the study of team dynamics, will spur new insights and research paradigms. The broader impacts further extend to individuals, organizations, and society. Individuals may gain new insights into interpersonal dynamics and the subtle behavioral patterns that reinforce intergroup biases. This work will also identify (and empirically assess in experimental and field contexts) moderating conditions that organizations can shape to maximize the potential of workforce diversity. Ultimately, the simultaneous proliferation of team-based organizational systems and demographic diversity yields the potential for exceptional team outcomes. The findings of this work are thus timely and instructive for enhancing team effectiveness and resolving faultlines in the many contexts where diverse teams work toward shared goals.