Dealing with diversity in workgroups: Preventing problems and promoting potential

Teaching interprofessional collaboration among future healthcare professionals

Healthcare has become more complex in recent years. Such complexity can best be addressed by interprofessional teams. We argue that to ensure successful communication and cooperation in interprofessional teams, it is important to establish interprofessional education in health-related study programs. More precisely, we argue that students in health-related programs need to develop interprofessional competencies and a common language, experience interprofessional contact, build inclusive identities and establish beliefs in the benefit of interprofessional diversity. We give examples how these goals can be implemented in interprofessional education. We also discuss challenges and future avenues for respective research healthcare professionals.

An application of the dual identity model and active categorization to increase intercultural closeness

The enhancement of social inclusion is a key to maintaining cohesion in society and to foster the benefits of cultural diversity. Using insights from the Dual Identity Model (DIM) with a special focus on active categorization, we develop an intervention to increase social inclusion. Our intervention encourages the participants to (re-)categorize on a superordinate level (i.e., a human identity) while being exposed to their own culture. Across a set of experiments, we test the efficacy of our intervention against control conditions on the effect of social inclusion, measured by perceived social distance. Results show an increase in cultural closeness and provide preliminary support for the use of a DIM-based intervention to increase intercultural inclusion

The linkage between cognitive diversity and team innovation: Exploring the roles of team humor styles and team emotional intelligence via the conservation of resources theory

Researchers have displayed considerable interest in how and when team cognitive diversity leads to improved or impaired team innovation. When addressing this issue, scholars have adopted the information/decision making and social categorization theoretical perspectives. In contrast, we draw on conservation of resources (COR) theory when examining the cognitive diversity and team innovation relationship. We argue that in a team environment, cognitive diversity may result in the threat of losing valuable resources. This threat, in turn, encourages team members to engage in resource replenishment through the use of different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating). We argue that, with such resource replenishment, four team-level humor styles emerge and mediate the relationship between cognitive diversity and team innovation. In addition, we expect team emotional intelligence to moderate the relationships between cognitive diversity and team humor styles. Our model has important theoretical implications for team diversity, humor, emotional intelligence, and innovation research.

Plain language summary

Team cognitive diversity can be defined as the extent to which team members differ in their ideas, perspectives, or values. Cognitive diversity is important for teams to cultivate innovation although it may also result in relationship conflicts and the formation of subgroups in a team. Our paper views cognitive diversity as a signal that drives team members to use humor to cope with diversity. This may then result in different humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating) that characterize the way the team uses humor. For instance, while working in a cognitively diverse team, team members might make a joke about work that the whole team laughs together (i.e., affiliative humor). However, some members might use sarcasm to insult others who are different from the group norms (i.e., aggressive humor). We argue that the team humor styles will influence team innovation, which in turn will link cognitive diversity with team innovation. Moreover, we suggest that team emotional intelligence will influence the extent to which the four team humor styles link cognitive diversity and team innovation.

Can Racial Diversity Attenuate Racial Discrimination in Service Interactions? Evidence from Cite-and-Release Decisions within Police Departments

Despite the belief that racial diversity in organizations will attenuate racial discrimination in service interactions, the extant literature suggests that it may often exacerbate discrimination by generating intergroup conflict. In this paper, I propose that the influence of racial diversity on racial discrimination in service interactions will depend upon (a) the level of interdependence within an organization and (b) whether an increase in diversity consists of a larger representation of a minority’s own racial group. To test my predictions, I combine interaction-level data covering approximately 200,000 cite-and-release decisions where suspects are either given a summons to attend court at a later date or transported to jail following arrest with longitudinal organization-level data from 93 police departments across the United States. Consistent with prior research, I found that minority suspects were less likely to be cited and released for the same offense relative to White suspects. Racial diversity among sworn officers in a police department exacerbated discrimination in cite-and-release decisions unless officers’ work roles were highly interdependent due to the adoption of community-oriented policing. Focusing on Black and Hispanic suspects, I observed this pattern regardless of whether an increase in racial diversity in the department was characterized by a larger representation of a minority suspect’s own racial group or other minority racial groups. Taken together, the findings suggest that diverse organizations can mitigate the emergence of intergroup conflict that exacerbates racial discrimination in service interactions by fostering interdependencies.

Considerations for improving diversity, equity and inclusivity within research designs and teams

This article addresses the growing movement towards greater diversity, equity and inclusivity (DEI) within the research community. We present the case for increasing DEI among research teams and participants, discussing the benefits of this, as well as some of the current hindrances to achieving better DEI, particularly implicit biases. Lastly, we present some interventions that can be implemented within four key aspects of the research process: research methods, the research team, funding access and scientific dissemination. It is contingent on all players to engage in efforts to improve DEI in research settings, as they each are a critical step to improving the scientific method, rigor and accuracy of research outcomes.

Training effectiveness and employee outcomes: a study of an Australian manufacturing organization

Purpose

This study aims to investigate whether the impact of effectiveness of diversity training on affective commitment is different for men versus women and whether affective commitment mediates the relationship between effectiveness of diversity training and employee outcomes of turnover intention and job satisfaction.

Design/methodology/approach

The data were collected from 134 employees working in an Australian manufacturing organization by using an employee survey. Structural equation modeling was used to analyze the data using AMOS.

Findings

The results of this study support the proposed hypotheses, demonstrating a significant, indirect effect of effective diversity training on job satisfaction and turnover intention via affective commitment. Moreover, gender moderates the relationship between effective diversity training and affective commitment.

Practical implications

The findings suggest that organizations can enhance affective commitment and job satisfaction and reduce turnover intention by providing effective diversity training to employees. Gender of employees should also be considered when evaluating the effectiveness of training.

Originality/value

This study provides pioneering evidence of the following relationships: diversity training effectiveness and turnover intention via affective commitment; diversity training effectiveness and job satisfaction via affective commitment; and diversity training effectiveness and affective commitment for men versus women.