Article,

An affective process model of work group diversity, conflict, and performance: A paradigm expansion

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Organizational Analysis, 12 (3): 271-294 (2004)Article 15517470 Accession Number: 16372407; Kulik, Brian W. 1; Email Address: bkulik@pullman.com; Affiliations: 1: Washington State University; Issue Info: 2004, Vol. 12 Issue 3, p271; Thesaurus Term: PERSONNEL management; Thesaurus Term: TEAMS in the workplace; Subject Term: CULTURAL relativism; Subject Term: PERFORMANCE; Subject Term: SOCIAL groups; NAICS/Industry Codes: 541612 Human Resources and Executive Search Consulting Services; NAICS/Industry Codes: 923130 Administration of Human Resource Programs (except Education, Public Health, and Veterans' Affairs Programs); Number of Pages: 24p; Illustrations: 1 diagram; Document Type: Article.

Abstract

The currently popular diversity-conflict-performance paradigm was identified as too limited to describe group-dynamic behavior or serve as a reliable predictor for group performance. An affective process model was proposed to explain previous inconsistent empirical results and delve further into the "black box " of the diversity-conflict-performance relationship by inserting intervening affect variables and modes of emotion expression. Built on our current understanding of group process independent of diversity and the role of affect on individual and group levels, the proposed model identifies high-performing groups as those in which the resolution of intragroup conflict produces a group affect, most often positive, that leads to higher group performance. Person-related and task-related feedback mechanisms were included to accommodate changes in group affect over time. Through an illustrative example applied to the model, it was noted that diverse groups might experience performance improvement faster, diverse people might be more natural leaders, and integration might lead to high-performance faster than ethnocentrism among group members. Finally, implications for managers and researchers were discussed and further dialogue on the topic was encouraged. ABSTRACT FROM AUTHOR Copyright of Organizational Analysis is the property of Center for Advanced Studies in Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) The currently popular diversity-conflict-performance paradigm was identified as too limited to describe group-dynamic behavior or serve as a reliable predictor for group performance. An affective process model was proposed to explain previous inconsistent empirical results and delve further into the "black box " of the diversity-conflict-performance relationship by inserting intervening affect variables and modes of emotion expression. Built on our current understanding of group process independent of diversity and the role of affect on individual and group levels, the proposed model identifies high-performing groups as those in which the resolution of intragroup conflict produces a group affect, most often positive, that leads to higher group performance. Person-related and task-related feedback mechanisms were included to accommodate changes in group affect over time. Through an illustrative example applied to the model, it was noted that diverse groups might experience performance improvement faster, diverse people might be more natural leaders, and integration might lead to high-performance faster than ethnocentrism among group members. Finally, implications for managers and researchers were discussed and further dialogue on the topic was encouraged. ABSTRACT FROM AUTHOR Copyright of Organizational Analysis is the property of Center for Advanced Studies in Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)

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