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Impact of Stereotype-Based Faultlines on Diversity in Teams

Explore the effects of a stereotypically consistent group composition on inter-group relations. Discover how social attributes like gender and ethnicity can disrupt collaboration but information attributes like skills can be beneficial. Learn about the detrimental effects of faultlines on social and information attributes in team performance.

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Impact of Stereotype-Based Faultlines on Diversity in Teams

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  1. Stereotype based faultlines: The effects of a stereotypically-consistent composition of groups on inter-group relations Adrian Stanciu

  2. San Andreas Faultline Retrieved from Google images

  3. Diversity Faultline Retrieved from Google images Lau & Murnighan, 1998

  4. Diversity in Work Teams/Groups Van Knippenberg, De Dreu, & Homan, 2004 • on social attributes: gender and ethnicity • detrimental to collaboration/performance • on information attributes: skills and knowledge • beneficial for collaboration/performance • social attributes are disruptive to the potency of information attributes

  5. Collaboration/Performance in Teams/Groups Lau & Murnighan, 2005; Pearsall, Ellis, & Evans, 2008; Sawyer, Houlette & Yeagley, 2006; Stanciu, 2015; Thatcher & Patel, 2005 diversity > homogeneity > faultlines faultines on social attributes = usually detrimental faultlines on information attributes = usually detrimental mixed-faultlines = usually detrimental

  6. Stereotype Based Faultlines Phillips & Loyd, 2006; Phillips, 2003; Chatman, Polzer, Barsade, & Margaret, 1998 • Hierarchical assumption: • social attributes trigger expectations about information attributes • Congruent assumption: • similarities on a social attribute can elicit expectations of similarities on an information attribute

  7. Stereotype Based Faultlines Phillips & Loyd, 2006; Phillips, 2003; Chatman, Polzer, Barsade, & Margaret, 1998; cf. Stanciu, in press • Hierarchical assumption: • social attributes trigger expectations about information attributes • Congruent assumption: • similarities on a social attribute can elicit expectations of similarities on an information attribute • Social attributes can elicit stereotypical expectations about information attributes

  8. Stereotyping & Inter-group Conflict Retrieved from Google images

  9. Stereotype Based Faultlines: Initial Empirical Evidence Stanciu,in press

  10. Stereotype Based Faultlines and Collaboration/Performance Stanciu,in press

  11. Method Cacioppo, Petty, & Kao, 1984; Scheepers, Spears, Doosje, & Manstead, 2006 • Design: 2 Faultline (consistent vs. inconsistent) X 2 Task-stereotypicality (stereotypical vs. non-stereotypical) x 2 [NFC (high vs. low)] • Participants:85 females (Mage = 21.65, SD = 2.36) • NFC, 18 items • “I prefer complex to simple problems”; “I usually end up deliberating about issues even when they do not affect me personally” • (1 = extremely uncharacteristic of me; 7 = extremely characteristic of me) • symbolic out-group derogation, 3 items • born to be losers, little chances to find a solution, difficulties in succeeding • (1 = not at all; 100 = very much)

  12. Manipulation materials

  13. Task manipulation materialShown = stereotypical consistent faultline

  14. Manipulation checks • Faultline (problem solving style) • Gender typicality, t(83)= 18.42, p < .001, d = 4.02 • Intuitive style as more female • Degree of believability, t(83) = 0.34, p = .73, d = 0.07 • Equally believable • Task • Gender typicality, t(83) = 10.14, p < .001, d = 2.20 • Fragrance as more female typical • Degree of believability, t(83) = -1.18, p = .24, d = -0.25 • Equally believable

  15. Results

  16. Out-group derogation:Main effect of Stereotype Based Faultlines t(83) = 1.67, p = .05, d = 0.36, Mstereotype consistent = 22.81 (SD = 17.19), Mstereotype inconsistent = 17.35 (SD = 12.65).

  17. Out-group derogation:Faultline x Task Stereotypicality x NFC Table 2. Summary of the hierarchical three-step regression Note. b = standardized values, NFC = need for cognition, p significant at p < .10, * significant at p < .05, ** significant at p < .01

  18. Out-group derogation:Faultline x Task Stereotypicality x NFC

  19. Out-group derogation:Faultline x Task Stereotypicality x NFC

  20. Limitations and Future Research Aronson, 1990; Feingold, 1994; Henrich, Heine, & Norenzayan, 2010; Nosek, Spies, & Motyl, 2012 Validity and reliability of assessing Stereotype Based Faultline = more systematic research Only on female participants and student samples No actual team; a dynamic interaction may reveal more insights Post-hoc Power = 56%; desire sample N = 136

  21. Theoretical Implications Convergent multiple identities Roccas & Brewer, 2002; Brewer & Pierce, 2005 Contexts can enhance the stereotype activation NFC can act as a buffer to stereotype application

  22. Practical Implications Failing to recognize the stereotypical consistency of groups can disrupt the benefits of diversity Failing to consider the stereotypicality of a task/context can disrupt the benefits of diversity Awareness of personality/thinking styles across members of a team can help managers harvest the benefits of diversity, in spite of team composition or task requirements

  23. Thank you stanciu@bigsss-bremen.de

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