An Analysis of Organizational Behavior Diversity Management and Positive Psychology

Williams, York

doi:10.4018/978-1-7998-0058-3.ch002

Cited by 6 publications

(9 citation statements)

References 13 publications

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“…Age is frequently examined in faultline research because it can represent different social identities. According to Williams and O’Reilly (1998), age is a visible characteristic that can affect group process through social categorization. Group members who are around the same age can have shared life experiences.…”

Section: Methodsmentioning

confidence: 99%

Identity-based faultlines in Taiwanese counseling groups and group members’ motivations for self-disclosing.

Hsu¹,

Kivlighan²

2024

Group Dynamics: Theory, Research, and Practice

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Objective: According to I. Yalom and Leszcz (2020), self-disclosure is an important group process in effective therapy groups. However, presently there is a paucity of research on group factors that lead group members to approach or avoid self-disclose. One such factor that may negatively impact the group’s tasks and goals, such as self-disclosure, are subgroups. Despite little empirical research on the effect of subgroups on the functioning of counseling groups, team and organizational researchers have developed empirical methods for identifying subgroups to examine the effects of these subgroups on team performance. Method: Drawing from this literature, this study examined how identity-based faultlines, or hypothetical dividing lines based on member attributes that divide a group into one or more relatively homogeneous subgroups, were related to group members’ motivations for self-disclosing in group therapy. Data for this study consisted of 329 clients across 49 therapy groups in Taiwan. Results: As hypothesized, for women, increasing faultline strength was related to stronger approach motives for self-disclosing and weaker avoid motives for self-disclosing at Session 4 (early group development), but not Session 8 (late group development). Contrary to our hypothesis, for younger group members, increasing faultline strength was related to weaker approach motives for self-disclosing at Session 4. Conclusions: Findings of this study suggest that faultline strength is more salient for group members in early group development and individual differences based on sociocultural factors influence faultline salience. Group therapists can be cognizant of the potential negative influence of subgroups, particularly in early group development.

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Section: Methodsmentioning

confidence: 99%

Identity-based faultlines in Taiwanese counseling groups and group members’ motivations for self-disclosing.

Hsu¹,

Kivlighan²

2024

Group Dynamics: Theory, Research, and Practice

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“…In this respect, social categorization considers diversity detrimental to performance (Turner, 1985), as it invites an automatic classification of people into categories by which the notion of "we" and "they" evolve immediately (van Knippenberg & Schippers, 2007;van Knippenberg et al, 2004;Williams & O'Reilly, 1998). In contrast, the information processing theory sees diversity as beneficial to team performance, as a greater amount of team diversity may be associated with a greater variety of cognitive resources (Bantel & Jackson, 1989;Østergaard et al, 2011).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Faultlines, Familiarity, Communication: Predictors and Moderators of Team Success in Escape Rooms

Szabó

Battiston

Koltai

2023

Small Group Research

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We contribute to faultline research by identifying familiarity and cross-subgroup communication as potential moderators in the relationship between diversity faultline and team performance. We employ a novel experimental design utilizing escape rooms as a noninterventional social laboratory, enabling us to capture real-time interactions among 40 teams engaged in problem-solving activities. We find that team familiarity has a negative influence and a suppression effect on success. Faultline affects team success negatively when faultline-induced subgroups do not communicate enough with each other. Our work contributes to a better understanding of complex processes and interdependencies that lead to team success or failure.

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“…Workforce aging brings a simultaneous increase in age diversity, meaning that there are more interactions amongst employees of diverse ages. Understanding how to manage these interactions is critical as work becomes more team-based and interdependent, especially as research points to potential negative effects of age diversity (Wegge & Schmidt, 2009;Williams & O'Reilly, 1998;note, however, that some research finds null effects; e.g., Bell et al, 2011;Schneid et al, 2016). While earlier in our framework we discussed differences among employees of different ages (i.e.…”

Section: "Integrate" Meta-strategiesmentioning

confidence: 99%

Organizational Metastrategies for Younger and Older Workers

Andrei¹,

Parker²

2022

Age and Work

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In this chapter, we expand on a review of literature and previously proposed framework aimed at supporting organizational strategies and practices to better manage an older and age diverse workforce (Parker & Andrei, 2020). The framework, "Include, Individualize, Integrate" (3i), identifies three broad sets of approaches, which we refer to as "meta-strategies," that can guide organizational actions and practices. "Include" involves strategies aimed at creating an inclusive climate for older workers. "Individualize" reflects strategies aimed at adapting work to specific challenges, needs, and preferences of employees of different ages. "Integrate" involves strategies aimed at facilitating effective collaboration and knowledge sharing processes across an age diverse workforce. We reflect on the implications of the proposed framework for theory, research, and practice, with the hope of stimulating researchers and practitioners alike to think broadly and proactively about what can be done to better support aging employees and to capitalize on the opportunities provided by an increasingly age diverse workforce.

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An Analysis of Organizational Behavior Diversity Management and Positive Psychology

Cited by 6 publications

References 13 publications

Identity-based faultlines in Taiwanese counseling groups and group members’ motivations for self-disclosing.

Identity-based faultlines in Taiwanese counseling groups and group members’ motivations for self-disclosing.

Faultlines, Familiarity, Communication: Predictors and Moderators of Team Success in Escape Rooms

Organizational Metastrategies for Younger and Older Workers

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