Advancing Antiracism, Diversity, Equity, and Inclusion in STEMM Organizations Beyond Broadening Participation (2023) / Chapter Skim
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7 Diverse Work Teams: Understanding the Challenges and How STEMM Professionals Can Leverage the Strengths
7 Diverse Work Teams: Understanding the Challenges and How STEMM Professionals Can Leverage the Strengths
Pages 191-213
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The chapter then reviews literature finding that under ideal conditions, diverse teams can be leveraged to produce positive performance outcomes. Some conditions include promoting inclusion and a positive team climate, and working under conditions of psychological safety.
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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. These are specified.
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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.
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. Third, a numerically diverse team does not ensure that the team will also be antiracist, equitable, and inclusive of minoritized individuals.
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The researchers found that more racially and ethnically diverse teams were associated with greater team performance when there 7-5 Pre-Publication Copy, Uncorrected Proofs
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THE CONTACT HYPOTHESIS: REDUCING PREJUDICE THROUGH INTERRACIAL INTERGROUP CONTACTS In addition to considering how team diversity may impact performance, a related body of research has examined another outcome, namely prejudice reduction. This substantial body of research has investigated whether contact between individuals from multiple racial and ethnic groups may help reduce bias.
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. 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)
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These conditions of the contact hypothesis help to shed light on why STEMM continues to lack representation. In academic and professional STEMM contexts, at the organizational level, the attributes of contact that decrease prejudice are not common.
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, the research on teams and contact hypothesis have primarily focused on how White individuals are influenced by contact with people different from them along factors like race or ethnicity. Additional research examining intergroup contact in STEMM, from the perspective of minoritized individuals is also needed.
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For instance, the "Jigsaw Classroom" exercise was implemented as a cooperative teaching technique to help reduce racial bias among K–12 students in a school that had become desegregated (Aronson, 1978)
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. While this course does not measure prejudice reduction, it does aim to increase innovation and creativity by building diverse teams.
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. Frequent contact with individuals from other race and ethnicity groups can happen on numerically diverse teams.
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In some cases, resegregation can occur and can challenge the formation of diverse teams and the maintenance of positive team conditions. The phenomenon and process of resegregation has been demonstrated across several studies (Wharton & Baron, 1987)
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Therefore, this work suggests that White individuals' networks can become increasingly segregated because some individuals may limit even indirect contact with minoritized individuals (Jacoby-Senghor, Sinclair, & Smith, 2015)
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. 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.
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CONCLUSION 7-1: For teams in STEMM 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.
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• Incorporate greater diversity in developing team roles, and make sure all team members have clear roles and expectations, including access to professional development and pathways to advancement. 7-17 Pre-Publication Copy, Uncorrected Proofs
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. Exploring the Relationship between Team Diversity, Psychological Safety and Team Performance: Evidence from Pharmaceutical Drug Development (No.
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2012. Tainted visions: The effect of visionary leader behaviors and leader categorization tendencies on the financial performance of ethnically diverse teams.
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Personality and Social Psychology Bulletin, 47(5)
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Journal of Community & Applied Social Psychology, 20(4)
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. Managing diverse teams by enhancing team identification: The mediating role of perceived diversity.
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