Diversity in teams
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== Abstract == | == Abstract == | ||
Diversity is defined as "the fact of many different types of things or '''people''' being included in something". <ref name="DiversityDef"> Cambridge English Dictionary. DIVERSITY | meaning in the Cambridge English Dictionary. Available at : https://dictionary.cambridge.org/dictionary/english/diversity </ref>. This article will highlight the different types of people being included in projects, programs and portfolios. | Diversity is defined as "the fact of many different types of things or '''people''' being included in something". <ref name="DiversityDef"> Cambridge English Dictionary. DIVERSITY | meaning in the Cambridge English Dictionary. Available at : https://dictionary.cambridge.org/dictionary/english/diversity </ref>. This article will highlight the different types of people being included in projects, programs and portfolios. | ||
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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. 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. <ref name ="Handbook"></Ref>. | 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. 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. <ref name ="Handbook"></Ref>. | ||
| + | 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<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>. There are several ways and theories on how diversity affects teams, both positive and negative. It has the potential to disrupt team functioning, or on the flip side be the source of creativity and insight. <ref name="Diversity in Groups"></ref> Awareness and knowledge about diversity and how to handle it are therefore crucial for a project, program or portfolio manager. | ||
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| − | Diversity will increase the complexity of projects, programs and | + | Diversity will increase the complexity of projects, programs and portfolios. It will lead to complexity within the project teams working on it, but also with the stakeholders. |
--Stakeholder complexity- Stakeholder complexity focuses on the program team itself and the diversity within the program team. p. 31 | --Stakeholder complexity- Stakeholder complexity focuses on the program team itself and the diversity within the program team. p. 31 | ||
| − | + | -- 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. <ref name ="SPM"> The Standard for Program Management — Fourth Edition. Newtown Square, PA: Project Management Institute, 2017. Accessed February 12, 2021. ProQuest Ebook Central.</ref> | |
How is connected to the key references | How is connected to the key references | ||
Revision as of 12:22, 18 February 2021
Contents |
Abstract
Diversity is defined as "the fact of many different types of things or people being included in something". [1]. This article will highlight the different types of people being included in projects, programs and portfolios.
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. 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 are several ways and theories on how diversity affects teams, both positive and negative. 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.
Diversity will increase the complexity of projects, programs and portfolios. It will lead to complexity within the project teams working on it, but also with the stakeholders.
--Stakeholder complexity- Stakeholder complexity focuses on the program team itself and the diversity within the program team. p. 31
-- 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. [4]
How is connected to the key references - People - Complexity
People - communication
State of subject
Effects of diversity
- More equality
- Less homogenous groups
Effects of diversity
The effects of diversity have traditionally been understood trough three different perspectives: [5]
1. Similarity-attraction
People are attracted to working with those with similar values, beliefs and attitudes.
2.Self-and social categorization
People categorize themselves into specific groups, based on a race, gender, values, beliefs among others, and others as outsiders. This creates an atmosphere where the outsiders are judged more stereotypically, and there are different expectations for those in the same groups and the outsiders.
3.Information processing
Individuals in groups with cultural diversity have access too other individuals that have different backgrounds, networks, information and skills. This increases the amount of information within the group and creates an atmosphere that can improve the group-performance
Types of diversity
There are several types of diversity and they
Personality diversity
Knowledge of the different types of personalities and how they may influence is crucial for the manager to be able to establish balanced teams that work well together. [6] Project managers who know the natural roles of the team member can use that knowledge to build balanced and effective teams. This also leads to different preferences when it comes to types of work and team roles.
There are a number of ways of assessing these preferences (e.g. Belbin team role inventory).
Cultural Diversity
As the world gets globalized, projects become more international and project groups are formed across country borders. This leads to cultural diverse project teams. Cultural diversity is defined as "the existence of a variety of cultural or ethnic groups in a society"[7]. All though research suggests that there is no direct connection between cultural diversity and team performance, it still affects the teams in several ways. [8].
-Motivation and culture:
- Communication and culture: 80 % of a managers time is spent on communication
Application
Limitation
Annotated bibliography
[8] Large meta study, that tries to summarize previous research on the topic of 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."
- ↑ Cambridge English Dictionary. DIVERSITY | meaning in the Cambridge English Dictionary. Available at : https://dictionary.cambridge.org/dictionary/english/diversity
- ↑ 2.0 2.1 Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). Doing Projects. A Nordic Flavour to Managing Projects: DS-handbook 185:2017. Dansk Standard.
- ↑ 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
- ↑ The Standard for Program Management — Fourth Edition. Newtown Square, PA: Project Management Institute, 2017. Accessed February 12, 2021. ProQuest Ebook Central.
- ↑ 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
- ↑ AXELOS. Managing Successful Projects with PRINCE2 2017 Edition, Page 74, The Stationery Office Ltd, 2017.
- ↑ 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
- ↑ 8.0 8.1 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
