This paper presents a feasibility study that discusses the use of empathy maps to create and understand personas in order to inform user design. While this study isn’t directly related to diversity, empathy maps are a proven business tactic intended to create models that develop a better understanding of the behavior, aspirations and concerns of a ‘customer’. The paper evaluated whether empathy maps are useful, easy to implement and whether it was possible to obtain different perspectives using this tool. The results from the qualitative analysis state that empathy maps are easy to use and useful due to their flexibility.
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\n· High task interdependence will moderate the relationship between faultlines and creativity: groups with strong faultlines will generate more creative ideas if the task is highly interdependent
\n· Inter-subgroup conflict will prevent groups with strong faultlines from selecting the most creative idea for implementation as members will be committed to defending their own subgroup’s ideas
\n· Groups with weak faultlines that establish norms for self-verification will generate more ideas than groups that do not establish self-verification norms (self-verification is defined in this study as congruent with self-disclosure. This proposition makes the case that the implementation of norms by the group leader plays a role in facilitating group processes)
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The authors claim that despite a large body of research on the ‘problems’ and ‘benefits’ of diversity, literature on inclusion is almost non-existent. This is important because inclusion can help us understand some of the more complex facets of diversity, such as intersectionality and faultlines. The authors create an ‘inclusion framework’ informed by Optimal Distinctiveness Theory to examine previous diversity literature. Optimal Distinctiveness Theory explains that there are tensions between the human need for validation and similarity and the countervailing need for individualization and uniqueness. The 2x2 Inclusion framework uses belongingness and uniqueness to define Exclusion, Assimilation, Differentiation and Inclusion (high on belongingness and uniqueness). The authors define these cells and look at contextual antecedents for workplace inclusion such as an inclusiveness climate, inclusive leadership and inclusiveness practices.
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\n1) Raise awareness: Those who understand implicit bias are better able to detect it. Individuals should seek out information and organizations/teachers should provide training by using experiential learning techniques and case studies.
\n2) Identify and consciously acknowledge real group and individual differences: Learn about diversity and work to identify unique attributes of stigmatized members.
\n3) Check thought processes and decisions for possible bias: This stage requires a lot of self-awareness, but simple solutions could be to use decision-support tools, take notes and articulate your reasoning process.
\n4) Identify decision-making distractions and sources of stress in order to remove them: Allow more time for decision making and approach it with a clear mind.
\n5) Identify sources of ambiguity in decision making contexts: Establish more concrete standards and structure and commit to a specific decision making criteria.
\n6) Institute feedback mechanisms: Seek feedback from others on current and past criteria or implement a peer review process.
\n7) Increase exposure to stigmatized group members: Increase contact with counter-stereotypes (group members that contradict a social stereotype) and practice making counter-stereotypic associations.
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Their relatively greater ability is more than offset by their lack of problem-solving diversity.", "publicationTitle": "Proceedings of the National Academy of Sciences of the United States of America", "publisher": "", "place": "", "date": "2004", "volume": "101", "issue": "46", "section": "", "partNumber": "", "partTitle": "", "pages": "16385–16389", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "PMID": "", "PMCID": "", "ISSN": "0027-8424", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "eng", "libraryCatalog": "Primo", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "QCVF3QP5" ], "relations": {}, "dateAdded": "2016-01-25T16:25:11Z", "dateModified": "2016-01-25T16:25:11Z" } }, { "key": "2SXKN59I", "version": 50, "library": { "type": "group", "id": 432590, "name": "IDC 2016", "links": { "alternate": { "href": "https://www.zotero.org/groups/idc_2016", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/432590/items/2SXKN59I", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/idc_2016/items/2SXKN59I", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/432590/items/XPW8BAE6", "type": "application/json" } }, "meta": { "createdByUser": { "id": 2777229, "username": "a2madan", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/a2madan", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "2SXKN59I", "version": 50, "parentItem": "XPW8BAE6", "itemType": "note", "note": "Diversity can improve organizations in a myriad of ways, but employers are still uncertain about whether diversity is worthwhile to implement. Many managers don’t know how to implement diversity in the workplace and this article provides case studies and suggestions. The article defines diversity programs as consisting of communicating the rationale, training and creating internal structures to maintain programs. The article clarifies that diversity doesn’t automatically guarantee success in an organization and explains that successful implementation of diversity depends on situational factors, specific goals and feedback, how diversity initiatives are framed and organizational identity. The article continues to list actions organizations can take to effectively manage diversity.
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", "tags": [], "relations": {}, "dateAdded": "2016-01-25T16:17:33Z", "dateModified": "2016-01-25T16:17:49Z" } }, { "key": "U3AH38AT", "version": 43, "library": { "type": "group", "id": 432590, "name": "IDC 2016", "links": { "alternate": { "href": "https://www.zotero.org/groups/idc_2016", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/432590/items/U3AH38AT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/idc_2016/items/U3AH38AT", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/432590/items/BQX8ATKP", "type": "application/json" } }, "meta": { "createdByUser": { "id": 2777229, "username": "a2madan", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/a2madan", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "U3AH38AT", "version": 43, "parentItem": "BQX8ATKP", "itemType": "attachment", "linkMode": "imported_file", "title": "3069328.pdf", "accessDate": "", "url": "", "note": "", "contentType": "application/pdf", "charset": "", "filename": "3069328.pdf", "md5": "ef00f57945ca1265af652d65334e1020", "mtime": 1453738618000, "tags": [], "relations": {}, "dateAdded": "2016-01-25T16:16:58Z", "dateModified": "2016-01-25T16:17:05Z" } }, { "key": "BQX8ATKP", "version": 41, "library": { "type": "group", "id": 432590, "name": "IDC 2016", "links": { "alternate": { "href": "https://www.zotero.org/groups/idc_2016", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/432590/items/BQX8ATKP", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/idc_2016/items/BQX8ATKP", "type": "text/html" } }, "meta": { "createdByUser": { "id": 2777229, "username": "a2madan", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/a2madan", "type": "text/html" } } }, "creatorSummary": "Price et al.", "parsedDate": "2002-10-01", "numChildren": 2 }, "data": { "key": "BQX8ATKP", "version": 41, "itemType": "journalArticle", "title": "TIME, TEAMS, AND TASK PERFORMANCE: CHANGING EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON GROUP FUNCTIONING.", "creators": [ { "creatorType": "author", "firstName": "K. H.", "lastName": "Price" }, { "creatorType": "author", "firstName": "D. A.", "lastName": "Harrison" }, { "creatorType": "author", "firstName": "J. H.", "lastName": "Gavin" }, { "creatorType": "author", "firstName": "A. T.", "lastName": "Florey" } ], "abstractNote": "", "publicationTitle": "Academy of Management Journal", "publisher": "", "place": "", "date": "2002-10-01", "volume": "45", "issue": "5", "section": "", "partNumber": "", "partTitle": "", "pages": "1029-1045", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.2307/3069328", "citationKey": "", "url": "http://amj.aom.org/cgi/doi/10.2307/3069328", "accessDate": "2016-01-25T16:17:03Z", "PMID": "", "PMCID": "", "ISSN": "0001-4273, 1948-0989", "archive": "", "archiveLocation": "", "shortTitle": "TIME, TEAMS, AND TASK PERFORMANCE", "language": "en", "libraryCatalog": "CrossRef", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "QCVF3QP5" ], "relations": {}, "dateAdded": "2016-01-25T16:17:03Z", "dateModified": "2016-01-25T16:17:03Z" } }, { "key": "I7I5I89E", "version": 39, "library": { "type": "group", "id": 432590, "name": "IDC 2016", "links": { "alternate": { "href": "https://www.zotero.org/groups/idc_2016", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/432590/items/I7I5I89E", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/idc_2016/items/I7I5I89E", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/432590/items/VA93U4RU", "type": "application/json" } }, "meta": { "createdByUser": { "id": 2777229, "username": "a2madan", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/a2madan", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "I7I5I89E", "version": 39, "parentItem": "VA93U4RU", "itemType": "note", "note": "This paper sought to understand the impact of informational diversity, social category diversity and value diversity on group performance, conflict and morale as well as the moderating effects of task type and task interdependence.
\nInformational diversity was found to increase task conflict but improve workgroup performance if the task is complex (this relationship is also moderated by value diversity). The paper discussed that groups often do not understand how to leverage the potential benefits of informational diversity.
\nSocial category diversity increased relationship conflicts but, contrary to the researchers’ hypothesis, also increased members’ satisfaction and commitment.
\nValue diversity increased relationship, task and process conflict and lowered morale.
\nA limitation of this study which is important to note is that the researchers were not able to collect demographic information about ethnic diversity and therefore the ‘social category’ diversity is based on age and gender.
", "tags": [], "relations": {}, "dateAdded": "2016-01-25T16:15:37Z", "dateModified": "2016-01-25T16:15:50Z" } } ]