Advancing Antiracism, Diversity, Equity, and Inclusion in STEMM Organizations Beyond Broadening Participation (2023) / Chapter Skim
Currently Skimming:
Pages 191-213
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 191... ...
Handbook of Social Psychology, 3(3)
|
From page 192... ...
stereotype content: Competence and warmth respectively follow from perceived status and competi tion. Journal of Personality and Social Psychology, 82, 878–902.
|
From page 193... ...
. The nature of social dominance orientation: Theorizing and measuring preferences for intergroup inequality using the new SDO₇ scale. Journal of Personality and Social Psychology, 109(6)
|
From page 194... ...
. Racial stereotypes of one hundred college students. Journal of Abnormal and Social Psychology, 28, 280–290.
|
From page 195... ...
. The strate gic pursuit of moral credentials. Journal of Experimental Social Psychology, 48(3)
|
From page 196... ...
. Social dominance orientation: A personality variable predicting social and political attitudes. Journal of Personality and Social Psychology, 67(4)
|
From page 197... ...
. Social tuning of automatic racial attitudes: The role of affiliative motivation. Journal of Personality and Social Psychology, 89(4)
|
From page 198... ...
. Right-wing authoritarianism, social dominance orientation, and preju dice. Journal of Personality and Social Psychology, 77(1)
|
From page 199... ...
This is driven, in part, by a key finding demonstrating that numeric diversity alone is necessary but insufficient to help produce positive team performance. Numerous challenges can threaten performance, including anxiety about working with people from other race and ethnicity groups and prevalent mistreatment targeting minoritized individuals.
|
From page 200... ...
need to take an active approach to diverse team management. To leverage the potential strengths of diverse teams, several ideal conditions should be actively fostered, and careful and conscious management of diverse teams is needed.
|
From page 201... ...
There is opportunity within STEMM for the formation of diverse teams along racial and ethnic backgrounds if numeric diversity increases, but as will be explored through this chapter, the formation and maintenance of effective diverse teams depends on a number of factors that go beyond numeric representation alone. RACIAL AND ETHNIC DIVERSITY WITHIN TEAMS: IMPACT ON TEAM PERFORMANCE It has been long theorized that racially and ethnically diverse teams may yield more positive performances on outcomes like innovation and creativity, as compared to racially and ethnically homogenous teams.
|
From page 202... ...
. Third, a numerically diverse team does not ensure that the team will also be antiracist, equitable, and inclusive of minoritized individuals.
|
From page 203... ...
. While the benefits of building a critical mass for gender minorities in STEMM are known, additional research examining building a critical mass for racial and ethnic minoritized individuals on STEMM teams is needed.
|
From page 204... ...
. White individuals who have limited exposure to, or "contact" with, minoritized individuals are generally more likely to hold racial biases, and conversely, those with greater exposure may be generally less likely to hold those biases (Pettigrew, 1998)
|
From page 205... ...
. Whether this translates for reducing racial bias, as opposed to national stereotypes, is uncertain.
|
From page 206... ...
. These structures encourage a more numerically diverse workforce, and in theory the formation of diverse work teams, although data show that certain minoritized racial and ethnic groups continue to be highly underrepresented (see previous chapters)
|
From page 207... ...
Additional research examining intergroup contact in STEMM, from the perspective of minoritized individuals is also needed. One recent study sought to examine whether interracial intergroup contact at work was associated with reductions in racial bias.
|
From page 208... ...
. While this course does not measure prejudice reduction, it does aim to increase innovation and creativity by building diverse teams.
|
From page 209... ...
Teams of ingroup members may be easier for both gatekeepers and minoritized individuals. In some cases, resegregation can occur and
|
From page 210... ...
. Although segregation was outlawed in the United States, self-segregation among White individuals has been found to persist and be reproduced in multiple spaces (Anicich et al., 2021)
|
From page 211... ...
. MYTHS ABOUT RACIAL PROGRESS In this chapter, we have summarized the research showing that when gatekeepers and minoritized individuals come together to form diverse teams, they encounter both challenges and opportunities.
|
From page 212... ...
CONCLUSION 7-1: For teams in science, technology, engineering, math ematics, and medicine organizations, increased numeric representation of minoritized individuals is critical; however, numeric diversity alone is an insufficient condition to produce positive team performance. Conditions that foster inclusion are also essential.
|
From page 213... ...
Increase the numeric representation of minoritized individuals on • teams by working toward building a critical mass, a necessary but not sufficient attribute of building an inclusive environment. Create team norms that centralize a positive climate, in which it • is known that all team members, including minoritized individu als, are supported, heard, and respected.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.