View source for Diversity in teams



== Abstract ==
Diversity in teams are the existence of different individuals in the teams. This can be surface-level differences such as ethnicity, gender, or age or it can be underlying differences such as functional background, education or personality. These do all affect a team in different ways, and can be challenging for many teams. The results from research on diversity are inconsistent, especially about the impact diversity has on performance in a team. Some studies find positive outcomes, while other find the outcome to be negative. Traditionally there there have been three theories on how diversity effects teams; Similarity-attraction, Self-Identity and Social-Categorization and Information Processing. Both Similarity-attraction and Self-Identity and Social-Categorization leads to a more pessimistic view of diversity in teams, while Information Processing offers a more positive view considering it might result in an improved group-performance. 

A goal for the manager will be to reduce the potential negative effects of diversity and exploit the positive effects. There are three ways to do this; define the task and goals within the teams, connecting the team members, enhancing the influence on the minority

  
Will  be improved 

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== Introduction ==

Diversity has many definitions, and one of them is "variation based on any attribute people use to tell themselves that another person is different". <ref name="Effects"></ref>. Diversity is especially connected to projects, programs and portfolios management through the people perspective. People are critical to the success of projects, programs and portfolios and as stated in the DS Handbook 185 "Projects are made for people by people"  <ref name ="Handbook"> Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). Doing Projects. A Nordic Flavour to Managing Projects: DS-handbook 185:2017. Dansk Standard.</ref>. Even though it sounds obvious, it is only in recent years that people and behaviours have been recognized and incorporated in project management as a profession.<ref name ="Handbook"></ref> An important part of this is to see projects as a collaboration between people, each with their own identities, knowledge, interests, personalities, backgrounds and so on. These are all factors that will make people see and approach the task differently, and requires attention from the manager. It does not help to have the right processes and right systems if the team members do not work effectively together. This has in many ways changed the role of the manager from a technician, an analytical person that schedules meetings and updates budgets, to a leader that also needs to have social skills. Communication is now recognised as a project success factor, and around 80% of managers' time is spent on communication.  <ref name ="Handbook"></Ref>. As mentioned people all have identities, knowledge, interests, personalities and backgrounds. These are all examples of different types of diversity that can exist in a team. In almost all sectors, whether it is government, business, science, health care, diverse groups and teams are on the rise <ref name="Diversity in Groups"> Fernandes, Catarina R & Polzer, Jeffery T. Diversity in Groups. Available at:https://www.hbs.edu/ris/Publication%20Files/Diversity_in_Groups_EmergingTrends_57796940-b049-43dc-b58b-832eccbcaa80.pdf </ref>. Organizations have started paying more attention to group compositions, and incorporation differences in terms of demographics and functional backgrounds. Managing them is now considered a major challenge to organizations. <ref name="GDHOW">  Seong, J. Y., & Hong, D.-S. (2013). Gender diversity: How can we facilitate its positive effects on teams? Social Behavior and Personality: An international journal, 41(3), 497-508.</ref>


===Diversity and Complexity and Uncertanty===
Even though diversity normally is related to the people perspective it is also relevant to the complexity and uncertainty perspectives. As we will see later, complexity is a moderator that can increase the amount of conflict within a culturally diverse team. Diversity can also increase the complexity in project, program or portfolio.  There several challenges related to diversity in teams, and this can contribute to making the integration of people within the teams harder.  Different cultures may do the same type of work in different ways, and expectations for the certain type of work may therefor not always align. For example, EHS(Environment, health and safety) in the construction industry can vary in different parts of the world. In the northern parts of the world, there are can be other rules, then further south. Diversity in the interfaces to the stakeholder can also increase the complexity. Having stakeholder from different cultures and with different personalities is something that could require extra attention from the project manager. This could also be connected to uncertainty, as an important part of managing uncertainty reducing risk.

==State of subject== 
There have been conducted substantial amounts of research on the topic of diversity in the past few decades. This has led to mixed, and even contradictory results. Qualitative reviews of the field of diversity conclude that that studies' results are inconsistent <ref name="CDinTeams"></ref>. Especially when it comes to the question of, "Does diversity increase performance in a team?". Some studies find positive correlations, 
through increased quality and creativity<ref name="Effects"></ref>. Others find that diversity creates social division, which then leads to negative performance outcomes. There have also been conducted several meta-studies, which have found either no correlation between diversity and performance, or a small negative effect <ref name="CDinTeams"></ref>. 


But why then bother having diverse teams? 
There are still some areas where the research is consistent, with specific positive effects such as increased creativity and problem-solving. 
Diversity in teams is also an important step towards equality, and can both reduce discrimination and increase access to career opportunities. <ref name="CDinTeams"></ref>. Equal opportunities can also lead to a larger talent pool, thus more effective utilization of talent in an organization. Finally, as diverse teams are one the rise, and diversity will in many teams be inevitable, and something both teams, managers and organizations should take into consideration.

== Effects of diversity ==


The effects of diversity have traditionally been understood trough three different theories: <ref name ="Effects"> Mannix, Elizabeth & Neale, Margaret A (2005). What differences make a difference? Psychological Science in the Public Interest. Available at: https://journals.sagepub.com/doi/pdf/10.1111/j.1529-1006.2005.00022.x?casa_token=qiXUEAO_nPIAAAAA:77IXwF62pgU5VFPWF6eW7mm2XyX56bgBE-cmFbnMJsl6NTVD1S2u9EEHZIry56F8RPzRaaAfDdyu </ref> <ref name="CDinTeams"></ref>

'''1. Similarity-attraction.'''
States that "Similarity on attributes such as attitudes, values, and beliefs will facilitate interpersonal attraction and liking, and vice versa".<ref name=CDinTeams></ref>. This applies to both social settings, and to work settings where individuals are attracted to working with those they have something in common with.  

'''2.Self-Identity and Social-Categorization'''
Individuals categorize themselves into specific groups, based on race, gender, values, beliefs among others. All those that belong to the same group are then seen as outsiders and are treated differently.  When categorizing others we tend to focus on the are most distinctive and stands out within the social context. 

'''3.Information processing'''
Individuals in diverse teams have access too other individuals that have different backgrounds, networks, information and skills. The theory stays clear of the typical "demographic proxies", which is typical surface-level differences such as ethnicity or age, and instead focuses on the underlying differences such as education, functional background or expertise. 


Both the similarity-attraction perspective and self-and social categorization perspective tend to lead to the pessimistic view of diversity in teams. Since individuals will be attracted to working with those that are similar to themselves, more homogeneous teams will be more cohesive and the members more socially integrated. It also creates an atmosphere where the outsiders are judged more stereotypically and experience different expectations. The information processing perspective does on the other hand offer a more positive view. The differences can create an opportunity for team members to analyze problems more thoroughly, and the added information can give a better group outcome<ref name="effects"></ref>

 as it leads to an increased amount of information within the group and creates an atmosphere that can improve the group-performance. <ref name ="Effects"></ref>.

== Types of diversity ==

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 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. 
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. 

Below are some examples of types of 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.

A large meta-study by (Stahl, G., Maznevski, M., Voigt, A. et al) that reconcile past findings in the field of cultural diversity, found that it was unrelated to teams performance.<ref name="CDinTeams"></ref>. What they did find is that it can be both an asset and a liability. 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. Further, the study found that cultural diversity increases the forces of divergence within teams. Culturally diverse teams experience increased creativity, more conflict and less social integration. It is also interesting to note that, contrary to the hypothesis, culturally diverse teams did not experience less effective communication and actually had higher satisfaction. There were several moderators to these effects, and they show that 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 moderators 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. ]]

===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.'

===Gender diversity===
Gender diversity in teams is the existence of different genders within the teams, and is a typical surface-level difference. As equality is increasing in the world, it is also changing on the workplace. This is because of legislation, ....

teams is are increasing, and there are now more women on corporate boards, political committees, and other decision-making teams than ever before. There is growing evidence that having women in teams affects its preferences, decisionmaking and outcomes. <ref name="gender"> Azmat, G. Gender diversity in teams. IZA World of Labor 2019: 29 doi: 10.15185/izawol.29.v2 </ref>.

== How to manage diversity==
Leading the team, the manager is crucial to reduce the potential negative effects of diversity and capitalize on the positive effects. Managing diversity is about recognizing the value of differences, oppose discrimination, and promoting inclusiveness. <ref name="international"></ref>.  Mannix, Elizabeth & Neale, Margaret A has come up with three concrete suggestion on how to do this based on a review of previous research on diversity:<ref name="Effects"></ref>

'''1.Task and goals within the teams'''

The first suggestion is to consider the type of task thoroughly for diverse teams. As discussed earlier, diversity can lead to increased creativity in teams. Diverse teams could therefore thrive with tasks and goals that require creation and different perspectives, for example within innovation. Another way to go is to set other success criteria than just performance. Even though diverse teams may not outperform homogeneous teams, the team members may learn from each other in terms of skills and ways of approaching problems and issues. The learning process itself could therefore be a goal and something that could benefit the organization in the long-run. 


'''2.Connceting the team members'''

In teams, it can be a challenge for those with other perspectives to be heard. It is important to create an environment that is tolerant of other perspectives, so those with different views are willing to share their viewpoints. Findings from the group-decision-area in recent years shows that information exchange in groups typically focuses on the information that is already known among the group members.<ref name="Effects"></ref>. A reason for this because some team members are unwilling to risk the discomfort, potential conflict and exclusion that deviant behaviour might lead to .<ref name="Effects"></ref>. The project manager can try to reduce the effect of this by facilitating social ties, which can lead to trust and social cohesion, effective communication, and improved performance. 

Another option could is to connect the team members in a way that is meaningful to the particular team. This can for example be by creating superordinate goals for the teams and can be task-related, organizationally relevant, or focused on work values.<ref name="Effects"></ref>. This creates something that the team members all have in common, and they can "gather around". 


'''3.Enhancing the Influnece of the Minority'''

As briefly discussed in the section above, a serious problem in teams is the strain toward conformity,  as individuals often try to avoid disagreement and confrontation. Conformatiy can have its benefits, but can also hinder organizational change and result in less innovation, learning, and even in detection of errors and decision accuracy. <ref name="Effects"></ref>. Research shows that when an individual is exposed to opposing minority views, they think more about it, see more aspects of the situation and are more likely to find other solutions or come to new decisions. <ref name="Effects"></ref>. It is therefore important to have these minority opinions and make them heard, as they can lead to divergent thinking and increased performance. To achieve this it is crucial that the manager supports the minority-opinions, and make sure their voices are heard. Finally, the project manager can also facilitate a positive and cooperative team climate, and setting a group norm of oppness and learning.<ref name="Effects"></ref><ref name="GDHOW"></ref>

== Limitations==
As mentioned earlier is research on the topic divergent, and especially when it comes to performance. 

This part will be improved (written)

== 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. Describes how it affects teams and how to enhance the assets of diversity and manage the liabilities. 

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."



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