Diversity in teams - Revision history

Gauteaalokken: /* Annotated bibliography */

2021-02-28T22:36:50Z

Annotated bibliography

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	== Annotated bibliography ==		== Annotated bibliography ==
	What differences make a difference? Psychological Science in the Public Interest.<ref name=Effects></ref>. A large study that tries to disentangle what researchers have learned from the last 50 years on the field of diversity in teams and tries to summarize it, and which of the article is based upon. It also describes how diversity affects teams and how to manage it.		What differences make a difference? Psychological Science in the Public Interest.<ref name=Effects></ref>. A large study that tries to disentangle what researchers have learned from the last 50 years on the field of diversity in teams and tries to summarize it, and which much of the article is based upon. It also describes how diversity affects teams and how to manage it.

Gauteaalokken at 22:35, 28 February 2021

2021-02-28T22:35:43Z

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	===Cultural Diversity===		===Cultural Diversity===
	Cultural diversity is defined as "the existence of a variety of cultural or ethnic groups in a society", but can be applied to teams as well. <ref name ="Definition"> Oxford Languages for Google. Cultural diversity definition. Available at: https://www.google.no/search?rls=com.microsoft%3Anb%3A%7Breferrer%3Asource%7D&sxsrf=ALeKk00Aga05cPg7KF2xXvAQudX3lPwCFQ%3A1613070110502&ei=Hn8lYISXHqXnrgTy7L6oAw&q=cultural+diversity+definition&oq=cultural+diversity+definition&gs_lcp=CgZwc3ktYWIQDFAAWABgsCFoAHAAeACAAVWIAVWSAQExmAEAqgEHZ3dzLXdpesABAQ&sclient=psy-ab&ved=0ahUKEwiEnry3wuLuAhWls4sKHXK2DzUQ4dUDCA0</ref>.As the world gets globalized, projects become more international. People are moving between countries, and technology does now allows teams to work together across country borders online. This requires more interaction between people from different cultures, beliefs, and backgrounds than ever before and leads to culturally diverse teams. <ref name="international>Green, K. A., López, M., Wysocki, A., & Kepner, K. (2002). Diversity in the ~~workplace~~: Benefits, challenges, and the required managerial tools. EDIS, 2002(2).</ref>. An example of such a project is the [[Hålogaland Bridge]] in northern Norway, where the architect and engineers were Danish, the main contractor Chinese, and some of the subcontractor Norwegian.		Cultural diversity is defined as "the existence of a variety of cultural or ethnic groups in a society", but can be applied to teams as well. <ref name ="Definition"> Oxford Languages for Google. Cultural diversity definition. Available at: https://www.google.no/search?rls=com.microsoft%3Anb%3A%7Breferrer%3Asource%7D&sxsrf=ALeKk00Aga05cPg7KF2xXvAQudX3lPwCFQ%3A1613070110502&ei=Hn8lYISXHqXnrgTy7L6oAw&q=cultural+diversity+definition&oq=cultural+diversity+definition&gs_lcp=CgZwc3ktYWIQDFAAWABgsCFoAHAAeACAAVWIAVWSAQExmAEAqgEHZ3dzLXdpesABAQ&sclient=psy-ab&ved=0ahUKEwiEnry3wuLuAhWls4sKHXK2DzUQ4dUDCA0</ref>.As the world gets globalized, projects become more international. People are moving between countries, and technology does now allows teams to work together across country borders online. This requires more interaction between people from different cultures, beliefs, and backgrounds than ever before and leads to culturally diverse teams. <ref name="international>Green, K. A., López, M., Wysocki, A., & Kepner, K. (2002). Diversity in the Workplace: Benefits, challenges, and the required managerial tools. EDIS, 2002(2).</ref>. An example of such a project is the [[Hålogaland Bridge]] in northern Norway, where the architect and engineers were Danish, the main contractor Chinese, and some of the subcontractor Norwegian.

	A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field, found that cultural diversity is unrelated to team performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability and that whether a team is able to realize the benefits and reduce the losses associated with cultural diversity, depends both on the context in which the team operates and if they are able to manage the processes effectively. The study found that cultural diversity increases the forces of divergence within teams, and that diverse teams experience increased creativity, more conflict, and less social integration. Contrary to what many may think, culturally diverse teams did not experience less effective communication and actually had higher satisfaction<ref name="CDinTeams"></ref>. There were several moderators to these effects, and the effects may vary, depending on contextual influences. For example, culturally diverse teams have more conflict when the task is complex, the teams were co-located, and if they had more time together. The reason for this could be that teams with longer tenure, often work on more complex projects, end, therefore, has the opportunity to get into deeper and more difficult issues. There is also higher satisfaction in culturally diverse teams, contradictory to the general research on diversity. The rest of these effects and the moderators that increase the effect are shown in the figure below:		A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field, found that cultural diversity is unrelated to team performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability and that whether a team is able to realize the benefits and reduce the losses associated with cultural diversity, depends both on the context in which the team operates and if they are able to manage the processes effectively. The study found that cultural diversity increases the forces of divergence within teams, and that diverse teams experience increased creativity, more conflict, and less social integration. Contrary to what many may think, culturally diverse teams did not experience less effective communication and actually had higher satisfaction<ref name="CDinTeams"></ref>. There were several moderators to these effects, and the effects may vary, depending on contextual influences. For example, culturally diverse teams have more conflict when the task is complex, the teams were co-located, and if they had more time together. The reason for this could be that teams with longer tenure, often work on more complex projects, end, therefore, has the opportunity to get into deeper and more difficult issues. There is also higher satisfaction in culturally diverse teams, contradictory to the general research on diversity. The rest of these effects and the moderators that increase the effect are shown in the figure below:

Gauteaalokken: /* Annotated bibliography */

2021-02-28T22:35:06Z

Annotated bibliography

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	== Annotated bibliography ==		== Annotated bibliography ==
	What differences make a difference? Psychological Science in the Public Interest.<ref name=Effects></ref>. ~~Large~~ study that tries to disentangle what researchers have learned from the last 50 years on the field of diversity in teams and tries to summarize it, and which of the ~~atricle~~ is based upon. It also describes how diversity affects teams and how to manage it.		What differences make a difference? Psychological Science in the Public Interest.<ref name=Effects></ref>. A large study that tries to disentangle what researchers have learned from the last 50 years on the field of diversity in teams and tries to summarize it, and which of the article is based upon. It also describes how diversity affects teams and how to manage it.


	Stahl, G., Maznevski, M., Voigt, A. et al. Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups (2010) <ref name ="CDinTeams"> Stahl, Günter & Maznevski, Martha & Voigt, Andreas & Jonsen, Karsten. (2010). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural ~~work groups~~. Journal of International Business Studies. 41. 690-709. 10.1057/jibs.2009.85. </ref> Large meta study, that tries to summarize previous research on the topic of diversity and cultural diversity. Taken from the report: "Our goals in this study were to take stock of and synthesize the findings from previous research, to reconcile conflicting perspectives and past results, and to propose an agenda for the next stage of research in this field."		Stahl, G., Maznevski, M., Voigt, A. et al. Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups (2010) <ref name ="CDinTeams"> Stahl, Günter & Maznevski, Martha & Voigt, Andreas & Jonsen, Karsten. (2010). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural workgroups. Journal of International Business Studies. 41. 690-709. 10.1057/jibs.2009.85. </ref> Large meta-study, that tries to summarize previous research on the topic of diversity and cultural diversity. Taken from the report: "Our goals in this study were to take stock of and synthesize the findings from previous research, to reconcile conflicting perspectives and past results, and to propose an agenda for the next stage of research in this field."



	<references>		<references>

Gauteaalokken: /* Cultural Diversity */

2021-02-28T22:33:59Z

Cultural Diversity

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	A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field, found that cultural diversity is unrelated to team performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability and that whether a team is able to realize the benefits and reduce the losses associated with cultural diversity, depends both on the context in which the team operates and if they are able to manage the processes effectively. The study found that cultural diversity increases the forces of divergence within teams, and that diverse teams experience increased creativity, more conflict, and less social integration. Contrary to what many may think, culturally diverse teams did not experience less effective communication and actually had higher satisfaction<ref name="CDinTeams"></ref>. There were several moderators to these effects, and the effects may vary, depending on contextual influences. For example, culturally diverse teams have more conflict when the task is complex, the teams were co-located, and if they had more time together. The reason for this could be that teams with longer tenure, often work on more complex projects, end, therefore, has the opportunity to get into deeper and more difficult issues. There is also higher satisfaction in culturally diverse teams, contradictory to the general research on diversity. The rest of these effects and the moderators that increase the effect are shown in the figure below:		A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field, found that cultural diversity is unrelated to team performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability and that whether a team is able to realize the benefits and reduce the losses associated with cultural diversity, depends both on the context in which the team operates and if they are able to manage the processes effectively. The study found that cultural diversity increases the forces of divergence within teams, and that diverse teams experience increased creativity, more conflict, and less social integration. Contrary to what many may think, culturally diverse teams did not experience less effective communication and actually had higher satisfaction<ref name="CDinTeams"></ref>. There were several moderators to these effects, and the effects may vary, depending on contextual influences. For example, culturally diverse teams have more conflict when the task is complex, the teams were co-located, and if they had more time together. The reason for this could be that teams with longer tenure, often work on more complex projects, end, therefore, has the opportunity to get into deeper and more difficult issues. There is also higher satisfaction in culturally diverse teams, contradictory to the general research on diversity. The rest of these effects and the moderators that increase the effect are shown in the figure below:

	[[File:CulturalDiversityInTeamsFigure.PNG\|thumb\|center\|600px\|Figure 1: Effects of cultural diversity, made with inspiration from <ref name="CDinTeams"></ref>. The effects ~~were depended on~~ the moderators. ]]		[[File:CulturalDiversityInTeamsFigure.PNG\|thumb\|center\|600px\|Figure 1: Effects of cultural diversity, made with inspiration from <ref name="CDinTeams"></ref>. The effects where strengthened as the moderators increased. ]]

	===Personality diversity===		===Personality diversity===

Gauteaalokken: /* Types of diversity */

2021-02-28T22:31:40Z

Types of diversity

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	There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:		There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:

	'''Surface-level differences'' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.		'''Surface-level differences''' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.
	Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.		Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.

Gauteaalokken: /* Types of diversity */

2021-02-28T22:29:59Z

Types of diversity

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	There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:		There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:

	'''Surface-level differences''' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.		'''Surface-level differences'' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.
	Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.		Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.

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	===Personality diversity===		===Personality diversity===
	Personality diversity in teams is the existence of different personalities ~~with in~~ the team, and is a typical underlying-difference that is difficult to ~~usee~~. Knowledge of the different types of personalities and how they may influence is crucial for the manager to be able to establish teams that work well together. <ref name ="AXELOS"> AXELOS. Managing Successful Projects with PRINCE2 2017 Edition, Page 74, The Stationery Office Ltd, 2017.</ref>. It is not possible to change peoples' personalities and characteristics, but knowing the natural roles of the team members can enable the manager to build balanced and effective teams. There are several ways to identify and categorize the natural roles of team members. One way is to do a written test like the Belbin test, this will result in one of [[Belbin's 9 team roles]], which is are 9 essential ~~teams~~ roles to a high functioning team. This process can ease the formation of teams and highlights the strengths and weaknesses of all the team roles. Another option is [[The Five-Factor Model (OCEAN)]]-test, where the candidates get scores within five personality traits.		Personality diversity in teams is the existence of different personalities within the team and is a typical underlying-difference that is difficult to use. Knowledge of the different types of personalities and how they may influence is crucial for the manager to be able to establish teams that work well together. <ref name ="AXELOS"> AXELOS. Managing Successful Projects with PRINCE2 2017 Edition, Page 74, The Stationery Office Ltd, 2017.</ref>. It is not possible to change peoples' personalities and characteristics, but knowing the natural roles of the team members can enable the manager to build balanced and effective teams. There are several ways to identify and categorize the natural roles of team members. One way is to do a written test like the Belbin test, this will result in one of [[Belbin's 9 team roles]], which is are 9 essential team roles to a high functioning team. This process can ease the formation of teams and highlights the strengths and weaknesses of all the team roles. Another option is [[The Five-Factor Model (OCEAN)]]-test, where the candidates get scores within five personality traits.

	===Gender diversity===		===Gender diversity===

Gauteaalokken: /* Cultural Diversity */

2021-02-28T22:29:22Z

Cultural Diversity

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	===Cultural Diversity===		===Cultural Diversity===
	Cultural diversity is defined as "the existence of a variety of cultural or ethnic groups in a society", but can be applied to teams as well. <ref name ="Definition"> Oxford Languages for Google. Cultural diversity definition. Available at: https://www.google.no/search?rls=com.microsoft%3Anb%3A%7Breferrer%3Asource%7D&sxsrf=ALeKk00Aga05cPg7KF2xXvAQudX3lPwCFQ%3A1613070110502&ei=Hn8lYISXHqXnrgTy7L6oAw&q=cultural+diversity+definition&oq=cultural+diversity+definition&gs_lcp=CgZwc3ktYWIQDFAAWABgsCFoAHAAeACAAVWIAVWSAQExmAEAqgEHZ3dzLXdpesABAQ&sclient=psy-ab&ved=0ahUKEwiEnry3wuLuAhWls4sKHXK2DzUQ4dUDCA0</ref>.As the world gets globalized, projects become more international. People are moving between countries, and technology does now allows teams to work together across country borders online. This requires more interaction between people from different cultures, ~~belifes~~ and ~~backgrouonds~~ than ever before and leads to ~~cultural~~ diverse teams. <ref name="international>Green, K. A., López, M., Wysocki, A., & Kepner, K. (2002). Diversity in the workplace: Benefits, challenges, and the required managerial tools. EDIS, 2002(2).</ref>. An example of such a project is the [[Hålogaland Bridge]] in northern Norway, where the architect and engineers were Danish, the main contractor Chinese, and some of the subcontractor Norwegian.		Cultural diversity is defined as "the existence of a variety of cultural or ethnic groups in a society", but can be applied to teams as well. <ref name ="Definition"> Oxford Languages for Google. Cultural diversity definition. Available at: https://www.google.no/search?rls=com.microsoft%3Anb%3A%7Breferrer%3Asource%7D&sxsrf=ALeKk00Aga05cPg7KF2xXvAQudX3lPwCFQ%3A1613070110502&ei=Hn8lYISXHqXnrgTy7L6oAw&q=cultural+diversity+definition&oq=cultural+diversity+definition&gs_lcp=CgZwc3ktYWIQDFAAWABgsCFoAHAAeACAAVWIAVWSAQExmAEAqgEHZ3dzLXdpesABAQ&sclient=psy-ab&ved=0ahUKEwiEnry3wuLuAhWls4sKHXK2DzUQ4dUDCA0</ref>.As the world gets globalized, projects become more international. People are moving between countries, and technology does now allows teams to work together across country borders online. This requires more interaction between people from different cultures, beliefs, and backgrounds than ever before and leads to culturally diverse teams. <ref name="international>Green, K. A., López, M., Wysocki, A., & Kepner, K. (2002). Diversity in the workplace: Benefits, challenges, and the required managerial tools. EDIS, 2002(2).</ref>. An example of such a project is the [[Hålogaland Bridge]] in northern Norway, where the architect and engineers were Danish, the main contractor Chinese, and some of the subcontractor Norwegian.

	A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field, found that cultural diversity is unrelated to team performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability and that whether a team is able to realize the benefits and reduce the losses associated with cultural diversity, depends both on the context in which the team operates and if they are able to manage the processes effectively. The study found that cultural diversity increases the forces of divergence within teams, and that diverse teams experience increased creativity, more conflict, and less social integration. Contrary to what many may think, culturally diverse teams did not experience less effective communication and actually had higher satisfaction<ref name="CDinTeams"></ref>. There were several moderators to these effects, and the effects may vary, depending on contextual influences. For example, culturally diverse teams have more conflict when the task is complex, the teams were co-located, and if they had more time together. The reason for this could be that teams with longer tenure, often work on more complex projects, end, therefore, has the opportunity to get into deeper and more difficult issues. There is also higher satisfaction in culturally diverse teams, contradictory to the general research on diversity. The rest of these effects and the moderators that increase the effect are shown in the figure below:		A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field, found that cultural diversity is unrelated to team performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability and that whether a team is able to realize the benefits and reduce the losses associated with cultural diversity, depends both on the context in which the team operates and if they are able to manage the processes effectively. The study found that cultural diversity increases the forces of divergence within teams, and that diverse teams experience increased creativity, more conflict, and less social integration. Contrary to what many may think, culturally diverse teams did not experience less effective communication and actually had higher satisfaction<ref name="CDinTeams"></ref>. There were several moderators to these effects, and the effects may vary, depending on contextual influences. For example, culturally diverse teams have more conflict when the task is complex, the teams were co-located, and if they had more time together. The reason for this could be that teams with longer tenure, often work on more complex projects, end, therefore, has the opportunity to get into deeper and more difficult issues. There is also higher satisfaction in culturally diverse teams, contradictory to the general research on diversity. The rest of these effects and the moderators that increase the effect are shown in the figure below:

Gauteaalokken: /* Introduction */

2021-02-28T22:28:42Z

Introduction

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	===Complexity===		===Complexity===
	Even though diversity normally is related to the people perspective can also be relevant to the complexity perspectives. There several challenges related to diversity in teams, which can contribute to making the integration of people within the teams harder. This can lead to increased complexity in both projects, programs, or portfolios. Diversity in the interfaces between the stakeholder can also increase the complexity, for example, stakeholders from different cultures are something that could require extra attention from the project manager. Different cultures may do the same type of work in different ways, and expectations for the certain type of work may therefore not always align. As explained in a later section, complexity is also a moderator that can increase the amount of conflict within a culturally diverse team.		Even though diversity normally is related to the people perspective can also be relevant to the complexity perspectives. There several challenges related to diversity in teams, which can contribute to making the integration of people within the teams harder. This can lead to increased complexity in both projects, programs, or portfolios. Diversity in the interfaces between the stakeholder can also increase the complexity, for example, stakeholders from different cultures are something that could require extra attention from the project manager. Different cultures may do the same type of work in different ways, and expectations for the certain type of work may therefore not always align. As explained in a later section, complexity is also a moderator that can increase the amount of conflict within a culturally diverse team.

	==State of subject==		==State of subject==

Gauteaalokken: /* Types of diversity */

2021-02-28T22:27:13Z

Types of diversity

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	There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:		There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:

	'''Surface-level differences'' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.		'''Surface-level differences''' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.
	Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.		Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.

Gauteaalokken: /* Types of diversity */

2021-02-28T22:27:03Z

Types of diversity

← Older revision		Revision as of 22:27, 28 February 2021
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	There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:		There are several types of diversity that all affect groups and teams differently. Two categories that often are used are:

	'''Surface-level differences''' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.		'''Surface-level differences'' are those that one can see, such as those of race/ethnicity, gender, or age. Research shows that these differences tend to be more likely to have negative effects on the ability of groups to function effectively. <ref name ="Effects"></ref>.
	Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.		Surface-level differences are related to the Similarity-attraction perspective and Self-Identity and Social-Categorization perspective, and the negative tendencies, therefore, correlate with the pessimistic views of the perspectives.

	'''Underlying differences''' are those that are not visible on the surface such as functional background, education, or personality.		'''Underlying differences''' are those that are not visible on the surface such as functional background, education, or personality.
	These are more often related positively to performance, through increased creativity or group problem solving, which ~~relates to~~ the Information processing perspective.<ref name ="Effects"></ref>. They do also require that the process around them is carefully controlled.		These are more often related positively to performance through increased creativity or group problem solving, which aligns with the Information processing perspective.<ref name ="Effects"></ref>. They do also require that the process around them is carefully controlled.

	The next section will describe some examples of types of diversity:		The next section will describe some examples of types of diversity: