Quality and acceptance of problem solutions by members of homogeneous and heterogeneous groups.

Hoffman, L. Richard; Maier, Norman R. F.

doi:10.1037/h0044025

Cited by 543 publications

(290 citation statements)

References 4 publications

Supporting

Mentioning

272

Contrasting

Unclassified

Order By: Relevance

“…Gender diversity had either no effects or positive effects on team processes. This is consistent with research that has shown that sex balanced groups have more positive interactions than either predominantly male or predominantly female groups (Hoffman & Maier, 1961;Wood, 1987).…”

Section: Summary and Implicationssupporting

confidence: 80%

The effects of diversity on business performance: Report of the diversity research network

Kochan

Bezrukova

Ely³

et al. 2003

Human Resource Management

850

621

View full text Add to dashboard Cite

Section: Summary and Implicationssupporting

confidence: 80%

The effects of diversity on business performance: Report of the diversity research network

Kochan

Bezrukova

Ely³

et al. 2003

Human Resource Management

850

621

View full text Add to dashboard Cite

“…Other studies claim that gender homogeneity improves interaction and performance (Alagna et al 1982;see also Turner 1987;Ibarra 1992). However, Kochan et al (2003) conclude from their study that gender diversityhas apositiveimpact,if any, ontheteam process.They saythat this is consistent with results reported previously in the literature, which found that gender-balanced groups have more positive interactions than predominantly female or male groups (Hoffman and Maier 1961;Wood 1987). Most diversity research tends towards the pessimistic view that diversity encourages social division, conflict and horseplay.…”

Section: Team Attributes and Performancesupporting

confidence: 82%

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

Schaveling

Blaauw²,

Montfort

2017

J Police Crim Psych

View full text Add to dashboard Cite

The Netherlands' Ministry of Security and Justice has agreed on performance targets with the country's police departments. Introducing the targets created a shift to controlling performance in team management focus. This empirical study of police teams in Utrecht in the Netherlands (N = 134) focuses on the influence of leadership style, gender and psychosocial team factors when teams are required to achieve agreed performance objectives. We address calls in the literature for more research into (objective) measures relating to effective police leadership and existing (police) management practices. Gender homogeneity, a combination of charismatic, empowering and transactional leadership styles, and team members' awareness of team achievements were found to be relevant. The practical implications of these results are discussed.

show abstract

“…This should aid participants to develop new strategies or adjust existing ones. CCM builds upon literature in the field of organisational psychology, which shows that conflict in teams can lead to more creativity and better decision-making processes (Hoffman, 1959;Hoffman and Maier, 1961;Brodbeck et al, 2002). In our case, constructive conflict serves as a mechanism to explore creatively divergent future perspectives.…”

Section: A Participatory Exploratory Scenario Analysis Methodologymentioning

confidence: 99%

New future perspectives through constructive conflict: Exploring the future of gas in the Netherlands

Ligtvoet

Cuppen

Ruggero

et al. 2016

Futures

View full text Add to dashboard Cite

This paper reports on the refinement of constructive conflict methodology (CCM) combining Q methodology and stakeholder dialogue workshops for gas futures for the Netherlands. Since the end of the 1950s, natural gas exploration and exploitation has been a major focus of the Dutch energy policy. Discussions about the future of energy in the Netherlands tend to focus either on pro-gas or pro-renewable energy. Using Q methodology we have constructed more nuanced perspectives on the future of energy in the Netherlands. We used these perspectives in a stakeholder dialogue, in which the participants further detailed the perspectives and discussed future policy options. Analysis of the outcomes of this process teaches us that the Netherlands remain gas-focused, that renewable energy sources are as much a dogma as nuclear power was in the 1960s, and that the prospect of an austere future is a non-debatable issue. From a methodological perspective it can be concluded that the refined methodology contributed to diversity in views, opened up the dominant discourse and led to learning among participating stakeholders.

show abstract

Quality and acceptance of problem solutions by members of homogeneous and heterogeneous groups.

Cited by 543 publications

References 4 publications

The effects of diversity on business performance: Report of the diversity research network

The effects of diversity on business performance: Report of the diversity research network

Predictors of Group Performance in a Police Criminal Investigation Department: the Role of Gender Homogeneity, Leadership and Team Characteristics

New future perspectives through constructive conflict: Exploring the future of gas in the Netherlands

Contact Info

Product

Resources

About