Diversity in teams has been previously defined in terms of the nominal categories into which team members "fall". The core argument of this paper is that diversity is a subjective experience of social categories to which members "feel" they belong. These categories, or social identities, may become more or less salient in different contexts and at different times. We propose a model of diversity in teams that explains under what conditions these social identities become salient and how these social identities may influence appraisals of issues and events. These appraisals, in turn, can influence conflict and emotion. This dynamic view of diversity provides us with a better understanding of the "black box" --the cognitive and affective processes that may help to explain behavior and subsequently team performance.

SummaryThis study tested a relational demography model of workgroup identification. We theorized that early in workgroup formation, (a) racial identification would moderate the influence of racial dissimilarity on member communication behavior (frequency and length of verbal participation) during a group task, (b) member communication behaviors would mediate the effect of racial dissimilarity on workgroup identification, and that (c) these effects would be affected non-symmetrically by racial group membership (White, Black). This model was tested among a sample of 211 undergraduates (113 White and 98 Black), working in 43 temporary workgroups. Whites' racial identification moderated the relationship between racial dissimilarity and member communication behaviors, which in turn partially mediated the effect of racial dissimilarity on workgroup identification, generally consistent with our model. Among Black workgroup members support for our model was limited.

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