COMMUNICATION AND DIVERSITY

Communication and Diversity

With the increasing focus on diversity in the Workplace, there is a growing need for organizations to understand the effects of such diversity. Research generally suggests that diversity can influence employees' attitudes, behavior, and career outcomes, as well as their abilities to interact with others and function effectively in work groups. However, these effects may be both positive and negative (Gudykunst, 2006).

Diversity brings about differences in people's backgrounds and experiences and, therefore, differences in perspectives on key issues or problems. Because diverse groups have a broader and richer base of experiences from which to approach a problem, they tend to produce a wider variety of ideas, alternatives, and solutions. In addition, the expression of alternative views in diverse groups may raise the quality of decision making by increasing the group's attention to its decision-making processes (Wiethoff, 2007).

Diversity also increases the cognitive and informational resources available to the group, which enhances critical analysis in decision groups. Because of these different perspectives, diversity tends to result in more creative and higher-quality decisions. In addition, diversity lessens the likelihood of group think, or the absence of critical thinking caused in part by a group's desire to maintain cohesiveness (Chomas, 2005).

Although diverse groups tend to demonstrate better problem solving, the same diversity that provides for different perspectives may also result in process losses that can limit a group's performance potential. Research shows that whereas similarity on demographic variables increases interpersonal attraction and liking, diversity lessens attraction and open communication between members. Because of lower social integration, members may be less attracted to, and feel less comfortable and satisfied with, the group (Cockrill, 2006).

Further, diverse groups may be less cohesive and may have higher rates of absenteeism and turnover. Given the increased likelihood of misunderstandings and miscommunication among members of diverse groups, research also demonstrates that diversity is associated with higher levels of conflict. Groups composed of individuals with diverse types of skills, knowledge, abilities, and perspectives tend to experience greater task conflict, or disagreement about the content of the tasks being performed (Wiethoff, 2007). In addition, differences in members' level of attraction to, and identification with, the group may produce affective conflict, or interpersonal disagreements characterized by anger, distrust, frustration, or other negative attitudes.

Most diversity programs begin with some form of awareness training for employees. These programs strive to sensitize trainees to differing perspectives, values, and norms, as well as interaction patterns that could impede coordination with others from different backgrounds. More pragmatically, these programs seek to develop communication skills to ensure that interactions are free from prejudicial responses that pose potential legal liability for the organization and thwart the achievement of organizational goals (Chomas, 2005).

Awareness building is designed to increase understanding of the meaning and importance of diversity. Its aim is to reveal unexamined assumptions, biases, and tendencies that stereotype others and how these perceptions affect behaviors, decisions, and judgment. To build awareness, trainees are taught to become familiar with the myths, stereotypes, and cultural differences as well as ...