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Capitalizing on Diversity

其他書名	Interpersonal Congruence in Small Work-groups
出版	Division of Research, Harvard Business School, 2001
URL	http://books.google.com.hk/books?id=wR9LGwAACAAJ&hl=&source=gbs_api

註釋We introduce interpersonal congruence--the degree to which group members see others in the group as others see themselves--as a moderator of the relationship between diversity and group effectiveness. A longitudinal study of 83 workgroups revealed that functional and demographic diversity tended to undermine the functioning of groups with low interpersonal congruence, whereas these detrimental effects of diversity did not emerge in groups with high interpersonal congruence. This pattern produced interaction effects on measures of social integration, group identification, emotional conflict, and create task performance. Members of some groups achieved enough interpersonal congruence during their first ten minutes of interaction to benefit their group outcomes four months later. In contrast to theories of social categorization, the interpersonal congruence approach suggests that group members can achieve harmonious and effective work processesby expressing rather than suppressing the individuating characteristics that make them unique.