Diversity in teams

Revision as of 18:04, 20 February 2021

Abstract

Diversity has many definitions, and one of them is "variation based on any attribute people use to tell themselves that another person is different". ^[1]. 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" ^[2]. 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.^[2] An important part of this is to see projects as a collaboration between people, each with their own identities, knowledge, interests, feelings, personalities 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. ^[2].

The factors mentioned above 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 are on the rise ^[3]. There have been done a lot of research on how diversity affects teams, but the results are divergent. While some studies find positive effects, others find negative effects. Even though the research is inconclusive on the effect, diversity could still be challenging for teams, and especially to manage. It has the potential to disrupt team functioning, or on the flip side be the source of creativity and insight. ^[3]. Awareness and knowledge about diversity and how to handle it are therefore crucial for a project, program or portfolio manager.

State of subject

There have been done huge 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. ^[4] Some find positive correlations between diversity and team performance, while others find negative correlations. Mannix, Elizabeth & Neale, Margaret A, suggest that the reason for the positive effects could be that advantages of diversity often are found under very narrow conditions ^[1]. Meta-analyses have found either no correlation between diversity and performance, or a small negative effect.

It also has to be mention that this does not mean that diversity, for the reasons of equality, and are not both appropriate and necessary. Diversity initiatives can reduce discrimination and increase access to career opportunities.

Effects of diversity

The effects of diversity have traditionally been understood trough three different perspectives: ^{[1] [4]}

1. Similarity-attraction. States that "Similarity on attributes such as attitudes, values, and beliefs will facilitate interpersonal attraction and liking, and vice versa".^[4]. This also goes applies to the work-place a forming of teams and means that people are attracted to working with those with

This means people can have preferences on who they would like to work with, without having ever met them.

2.Self- and social categorization People categorize themselves into specific groups, based on a race, gender, values, beliefs among others, and others as outsiders.

3.Information processing Individuals in diverse teams have access too other individuals that have different backgrounds, networks, information and skills.

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, as it leads to an increased the amount of information within the group and creates an atmosphere that can improve the group-performance. ^[1]

Types of diversity

There are several types of diversity that all affects groups and teams differently. Research shows that surface-level-category differences, such as those of race/ethnicity, gender, or age, tend to be more likely to have negative effects on the ability of groups to function effectively.^[1] Underlying differences, like differences in the functional background, education or personalty, are on the other hand more often related positively to performance. This could for an instance be through increased creativity or group problem solving, which relates to the Information processing perspective. It is specified that this requires that the process is carefully controlled. In this section, the different types of diversity will be investigated further

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. ^[5]. 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.

Even though research finds no direct relationship between cultural diversity and team performance, it still affects the processes within a team. ^[4]. A meta-study done by (Stahl, G., Maznevski, M., Voigt, A. et al) suggests that diversity increases the forces of divergence within teams. They found that diverse teams experience increased creativity, more conflict and less social integration. It is also interesting to note that, contrary to their hypotheses, they found that 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 figures are shown in the figure below:.

Figure 1: Effects of cultural diversity, made with inspiration from. The effects were depended on the moderators. ^[4]

Personality diversity

Personality diversity in teams is the existence of different personalities with in the team. 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. ^[6]. 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.

-Motivation and culture, Maslow's hierarchy of needs

--Diversity and complexity/Connecting the dots. Diversity can affect the complexity of projects, programs and portfolios, but diversity can also be affected by the complexity. both within the project teams working, but also with the stakeholders. This is especially connected to cultural and language diversity. Different cultures may do the same work in different ways, and in a project, expectations for a certain type of work may not always align. For example, EHS(Environment, health and safety) in the construction industry can vary a lot from different parts of the world. In northern parts of the world, there are often way stricter rules, than further south. In different cultures, there are also different ways to communicate, which can make the project more complex. In larger projects where

Diversity and uncertainty When diversity affects the communication, it leads to increased risk. To reduce risk good communication between the involved parties is important.

-- Diversity in teams is also connected to the complexity perspective, and particularly stakeholder complexity. Stakeholder complexity focuses on the program team itself, and the diversity within the team. ^[7]

How to manage diversity

-Pay attention to the type of task and goals divers teams are assigned. Use diverse groups for task for innovative tasks that requires creation and expression of divergent perspectives -Bridge team member through social ties, common values, subordinate goals or culture within teams Enchance influence of minority team members through differentiation, persistence and colations.

In a workplace environment, the manager can not always choose the background of the. There is there for up to the manager to deal with both the challenges and opportunities related to diversity. Commincation

What can the PM do ??

Limitation

Annotated bibliography

^[4].. 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."

1. ↑ ^{1.0 1.1 1.2 1.3 1.4} 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
2. ↑ ^{2.0 2.1 2.2} Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). Doing Projects. A Nordic Flavour to Managing Projects: DS-handbook 185:2017. Dansk Standard.
3. ↑ ^{3.0 3.1} 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
4. ↑ ^{4.0 4.1 4.2 4.3 4.4 4.5} . 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. J Int Bus Stud 41, 690–709 (2010). Available at: https://www.researchgate.net/publication/46526123_Unraveling_the_effects_of_cultural_diversity_in_teams_A_meta-analysis_of_research_on_multicultural_work_groups
5. ↑ Oxford Languages for Google. Cultural diversity definition. Available at: https://www.google.no/search? As the world gets globalized, projects become more international in many ways. Both due to people moving between countries, but also due to the development of technology that allows teams to work together across country borders online. This leads to culturally diverse teams with both surface-level-category differences and Underlying differences. 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
6. ↑ AXELOS. Managing Successful Projects with PRINCE2 2017 Edition, Page 74, The Stationery Office Ltd, 2017.
7. ↑ The Standard for Program Management — Fourth Edition P.31. Newtown Square, PA: Project Management Institute, 2017. Accessed February 12, 2021. ProQuest Ebook Central.