THE BENEFITS OF VERIFYING DIVERSE IDENTITIES FOR GROUP PERFORMANCE

Abstract

Organizations are replete with groups working on complex, interdependent tasks. To successfully perform such tasks, group members must possess diverse skills and perspectives and be able to integrate their differences. This dual requirement poses a challenge because members’ identities are typically intertwined with their diverse skills and perspectives, making group interaction a breeding ground for threats to members’ identities. We explain how identity negotiation processes, especially those associated with self-verification, provide a way for members to defuse the identity threats that can otherwise impede integration. We describe empirical research on the interplay among diversity, identity negotiation processes, and group functioning, and then compare self-verification and self-categorization approaches to managing group diversity.

Citation

Polzer, J.T., Swann, W.B. and Milton, L.P. (2003), "THE BENEFITS OF VERIFYING DIVERSE IDENTITIES FOR GROUP PERFORMANCE", Polzer, J. (Ed.) Identity Issues in Groups (Research on Managing Groups and Teams, Vol. 5), Emerald Group Publishing Limited, Leeds, pp. 91-111. https://doi.org/10.1016/S1534-0856(02)05004-1