Process Losses Due to Difficulties in Coordination and Motivation

Process losses are caused by events that occur within the group that make it difficult for the group to live up to its full potential. In one study, Ringelmann (1913; reported in Kravitz & Martin, 1986) investigated the ability of individuals to reach their full potential when working together on tasks. Ringelmann had individual men and groups of various numbers of men pull as hard as they could on ropes while he measured the maximum amount that they were able to pull. Because rope pulling is an additive task, the total amount that could be pulled by the group should be the sum of the contributions of the individuals. However, as shown in Figure 11.4 “The Ringelmann Effect”, although Ringelmann did find that adding individuals to the group increased the overall amount of pulling on the rope (the groups were better than any one individual), he also found a substantial process loss. In fact, the loss was so large that groups of three men pulled at only 85% of their expected capability, whereas groups of eight pulled at only 37% of their expected capability.

This type of process loss, in which group productivity decreases as the size of the group increases, has been found to occur on a wide variety of tasks, including maximizing tasks such as clapping and cheering and swimming (Latané, Williams, & Harkins, 1979; Williams, Nida, Baca, & Latané, 1989), and judgmental tasks such as evaluating a poem (Petty, Harkins, Williams, & Latané, 1977). Furthermore, these process losses have been observed in different cultures, including India, Japan, and Taiwan (Gabrenya, Wang, & Latané, 1985; Karau & Williams, 1993).

Process losses in groups occur in part simply because it is difficult for people to work together. The maximum group performance can only occur if all the participants put forth their greatest effort at exactly the same time. Since, despite the best efforts of the group, it is difficult to perfectly coordinate the input of the group members, the likely result is a process loss such that the group performance is less than would be expected, as calculated as the sum of the individual inputs. Thus actual productivity in the group is reduced in part by coordination losses.

Coordination losses become more problematic as the size of the group increases because it becomes correspondingly more difficult to coordinate the group members. Kelley, Condry, Dahlke, and Hill (1965) put individuals into separate booths and threatened them with electrical shock. Each person could avoid the shock, however, by pressing a button in the booth for 3 seconds. But the situation was arranged such that only one person in the group could press the button at one time, and so the group members needed to coordinate their actions. Kelley et al. found that larger groups had significantly more difficulty coordinating their actions to escape the shocks than did smaller groups.

In addition to being influenced by the coordination of activities, group performance is influenced by self-concern on the part of the individual group members. Since each group member is motivated at least in part by individual self-concerns, each member may desire, at least in part, to gain from the group effort without having to contribute very much. You may have been in a work or study group that had this problem—each group member was interested in doing well but also was hoping that the other group members would do most of the work for them. A group process loss that occurs when people do not work as hard in a group as they do when they are alone is known as social loafing (Karau & Williams, 1993).

Process Losses Due to Group Conformity Pressures: Groupthink

Even if groups are able to get beyond the process losses that result from coordination difficulties and social loafing, they can make effective decisions only when they are able to make use of the advantages that come with group membership. These advantages include the ability to pool the information that is known to each of the members and to test out contradictory ideas through group discussion. Group decisions can be better than individual decisions only when the group members act carefully and rationally—considering all the evidence and coming to an unbiased, fair, and open decision. However, these conditions are not always met in real groups.

As we saw in the chapter opener, one example of a group process that can lead to very poor group decisions is groupthink. Groupthink occurs when a group that is made up of members who may actually be very competent and thus quite capable of making excellent decisions nevertheless ends up making a poor one as a result of a flawed group process and strong conformity pressures (Baron, 2005; Janis, 2007). Groupthink is more likely to occur in groups in which the members are feeling strong social identity—for instance when there is a powerful and directive leader who creates a positive group feeling, and in times of stress and crisis when the group needs to rise to the occasion and make an important decision. The problem is that groups suffering from groupthink become unwilling to seek out or discuss discrepant or unsettling information about the topic at hand, and the group members do not express contradictory opinions. Because the group members are afraid to express ideas that contradict those of the leader or to bring in outsiders who have other information, the group is prevented from making a fully informed decision. Figure 11.6 “Antecedents and Outcomes of Groupthink” summarizes the basic causes and outcomes of groupthink.

Although at least some scholars are skeptical of the importance of groupthink in real group decisions (Kramer, 1998), many others have suggested that groupthink was involved in a number of well-known and important, but very poor, decisions made by government and business groups. Decisions analyzed in terms of groupthink include the decision to invade Iraq made by President George Bush and his advisers; the decision of President John Kennedy and his advisers to commit U.S. forces to help with an invasion of Cuba, with the goal of overthrowing Fidel Castro in 1962; and the lack of response to warnings on an attack on Pearl Harbor, Hawaii, in 1941.

Careful analyses of the decision-making process in these cases have documented the role of conformity pressures. In fact, the group process often seems to be arranged to maximize the amount of conformity rather than to foster free and open discussion. In the meetings of the Bay of Pigs advisory committee, for instance, President Kennedy sometimes demanded that the group members give a voice vote regarding their individual opinions before the group actually discussed the pros and cons of a new idea. The result of these conformity pressures is a general unwillingness to express ideas that do not match the group norm.

The pressures for conformity also lead to the situation in which only a few of the group members are actually involved in conversation, whereas the others do not express any opinions. Because little or no dissent is expressed in the group, the group members come to believe that they are in complete agreement. In some cases, the leader may even select individuals (known as mindguards) whose job it is to help quash dissent and to increase conformity to the leader’s opinions.

An outcome of the high levels of conformity found in these groups is that the group begins to see itself as extremely valuable and important, highly capable of making high-quality decisions, and invulnerable. In short, the group members develop extremely high levels of conformity and social identity. Although this social identity may have some positive outcomes in terms of a commitment to work toward group goals (and it certainly makes the group members feel good about themselves), it also tends to result in illusions of invulnerability, leading the group members to feel that they are superior and that they do not need to seek outside information. Such a situation is conducive to terrible decision making and resulting fiascos.

Cognitive Process Losses: Lack of Information Sharing

Although group discussion generally improves the quality of a group’s decisions, this will only be true if the group discusses the information that is most useful to the decision that needs to be made. One difficulty is that groups tend to discuss some types of information more than others. In addition to the pressures to focus on information that comes from leaders and that is consistent with group norms, discussion is influenced by the way the relevant information is originally shared among the group members. The problem is that group members tend to discuss information that they all have access to while ignoring equally important information that is available to only a few of the members (Faulmüller, Kerschreiter, Mojzisch, & Schulz-Hardt, 2010; Reimer, Reimer, & Czienskowski (2010).

Brainstorming: Is It Effective?

One technique that is frequently used to produce creative decisions in working groups is known as brainstorming. The technique was first developed by Osborn (1953) in an attempt to increase the effectiveness of group sessions at his advertising agency. Osborn had the idea that people might be able to effectively use their brains to “storm” a problem by sharing ideas with each other in groups. Osborn felt that creative solutions would be increased when the group members generated a lot of ideas and when judgments about the quality of those ideas were initially deferred and only later evaluated. Thus brainstorming was based on the following rules:

• Each group member was to create as many ideas as possible, no matter how silly, unimportant, or unworkable they were thought to be.
• As many ideas as possible were to be generated by the group.
• No one was allowed to offer opinions about the quality of an idea (even one’s own).
• The group members were encouraged and expected to modify and expand upon other’s ideas.

Researchers have devoted considerable effort to testing the effectiveness of brainstorming, and yet, despite the creativeness of the idea itself, there is very little evidence to suggest that it works (Diehl & Stroebe, 1987, 1991; Stroebe & Diehl, 1994). In fact, virtually all individual studies, as well as meta-analyses of those studies, find that regardless of the exact instructions given to a group, brainstorming groups do not generate as many ideas as one would expect, and the ideas that they do generate are usually of lesser quality than those generated by an equal number of individuals working alone who then share their results. Thus brainstorming represents still another example of a case in which, despite the expectation of a process gain by the group, a process loss is instead observed.

A number of explanations have been proposed for the failure of brainstorming to be effective, and many of these have been found to be important. One obvious problem is social loafing by the group members, and at least some research suggests that this does cause part of the problem. For instance, Paulus and Dzindolet (1993) found that social loafing in brainstorming groups occurred in part because individuals perceived that the other group members were not working very hard, and they matched their own behavior to this perceived norm. To test the role of social loafing more directly, Diehl and Stroebe (1987) compared face-to-face brainstorming groups with equal numbers of individuals who worked alone; they found that face-to-face brainstorming groups generated fewer and less creative solutions than did an equal number of equivalent individuals working by themselves. However, for some of the face-to-face groups, the researchers set up a television camera to record the contributions of each of the participants in order to make individual contributions to the discussion identifiable. Being identifiable reduced social loafing and increased the productivity of the individuals in the face-to-face groups; but the face-to-face groups still did not perform as well as the individuals.

Even though individuals in brainstorming groups are told that no evaluation of the quality of the ideas is to be made, and thus that all ideas are good ones, individuals might nevertheless be unwilling to state some of their ideas in brainstorming groups because they are afraid that they will be negatively evaluated by the other group members. When individuals are told that other group members are more knowledgeable than they are, they reduce their own contributions (Collaros & Anderson, 1969), and when they are convinced that they themselves are experts, their contributions increase (Diehl & Stroebe, 1987).

Although social loafing and evaluation apprehension seem to cause some of the problems, the most important difficulty that reduces the effectiveness of brainstorming in face-to-face groups is that being with others in a group hinders opportunities for idea production and expression. In a group, only one person can speak at a time, and this can cause people to forget their ideas because they are listening to others, or to miss what others are saying because they are thinking of their own ideas. This problem—which is caused entirely by the social situation in the group—is known as production blocking. Considered another way, production blocking occurs because although individuals working alone can spend the entire available time generating ideas, participants in face-to-face groups must perform other tasks as well, and this reduces their creativity.

Diehl and Stroebe (1987) demonstrated the importance of production blocking in another experiment that compared individuals with groups. In this experiment, rather than changing things in the real group, they created production blocking in the individual conditions through a turn-taking procedure, such that the individuals, who were working in individual cubicles, had to express their ideas verbally into a microphone, but they were only able to speak when none of the other individuals was speaking. Having to coordinate in this way decreased the performance of individuals such that they were no longer better than the face-to-face groups.

Follow-up research (Diehl & Stroebe, 1991) showed that the main factor responsible for productivity loss in face-to-face brainstorming groups is that the group members are not able to make good use of the time they are forced to spend waiting for others. While they are waiting, they tend to forget their ideas because they must concentrate on negotiating when it is going to be their turn to speak. In fact, even when the researchers gave the face-to-face groups extra time to perform the task (to make up for having to wait for others), they still did not reach the level of productivity of the individuals. Thus the necessity of monitoring the behavior of others and the delay that is involved in waiting to be able to express one’s ideas reduce the ability to think creatively (Gallupe, Cooper, Grise, & Bastianutti, 1994).

Although brainstorming is a classic example of a group process loss, there are ways to make it more effective. One variation on the brainstorming idea is known as the nominal group technique (Delbecq, Van de Ven, & Gustafson, 1975). The nominal group technique capitalizes on the use of individual sessions to generate initial ideas, followed by face-to-face group meetings to discuss and build on them. In this approach, participants first work alone to generate and write down their ideas before the group discussion starts, and the group then records the ideas that are generated. In addition, a round-robin procedure is used to make sure that each individual has a chance to communicate his or her ideas. Other similar approaches include the Delphi technique (Clayton, 1997; Hornsby, Smith, & Gupta, 1994) and Synectics (Stein, 1978).

Contemporary advances in technology have created the ability for individuals to work together on creativity tasks via computer. These computer systems, generally known as group support systems, are used in many businesses and other organizations. One use involves brainstorming on creativity tasks. Each individual in the group works at his or her own computer on the problem. As he or she writes suggestions or ideas, they are passed to the other group members via the computer network, so that each individual can see the suggestions of all the group members, including one’s own.

A number of research programs have found that electronic brainstorming is more effective than face-to-face brainstorming (Dennis & Valacich, 1993; Gallupe, Cooper, Grise, & Bastianutti, 1994; Siau, 1995), in large part because it reduces the production blocking that occurs in face-to-face groups. Groups that work together virtually rather than face-to-face have also been found to be more likely to share unique information (Mesmer-Magnus, DeChurch, Jimenez-Rodriguez, Wildman, & Schuffler, 2011).

Each individual has the comments of all the other group members handy and can read them when it is convenient. The individual can alternate between reading the comments of others and writing his or her own comments and therefore is not required to wait to express his or her ideas. In addition, electronic brainstorming can be effective because it reduces evaluation apprehension, particularly when the participants’ contributions are anonymous (Connolly, Routhieaux, & Schneider, 1993; Valacich, Jessup, Dennis, & Nunamaker, 1992).

In summary, the most important conclusion to be drawn from the literature that has studied brainstorming is that the technique is less effective than expected because group members are required to do other things in addition to being creative. However, this does not necessarily mean that brainstorming is not useful overall, and modifications of the original brainstorming procedures have been found to be quite effective in producing creative thinking in groups. Techniques that make use of initial individual thought, which is later followed by group discussion, represent the best approaches to brainstorming and group creativity. When you are in a group that needs to make a decision, you can make use of this knowledge. Ask the group members to spend some time thinking about and writing down their own ideas before the group begins its discussion.

Group Polarization

One common task of groups is to come to a consensus regarding a judgment or decision, such as where to hold a party, whether a defendant is innocent or guilty, or how much money a corporation should invest in a new product. Whenever a majority of members in the group favors a given opinion, even if that majority is very slim, the group is likely to end up adopting that majority opinion. Of course, such a result would be expected, since, as a result of conformity pressures, the group’s final judgment should reflect the average of group members’ initial opinions.

Although groups generally do show pressures toward conformity, the tendency to side with the majority after group discussion turns out to be even stronger than this. It is commonly found that groups make even more extreme decisions, in the direction of the existing norm, than we would predict they would, given the initial opinions of the group members. Group polarization is said to occur when, after discussion, the attitudes held by the individual group members become more extreme than they were before the group began discussing the topic (Brauer, Judd, & Gliner, 2006; Myers, 1982).

Group polarization was initially observed using problems in which the group members had to indicate how an individual should choose between a risky, but very positive, outcome and a certain, but less desirable, outcome (Stoner, 1968). Consider the following question:

Frederica has a secure job with a large bank. Her salary is adequate but unlikely to increase. However, Frederica has been offered a job with a relatively unknown startup company in which the likelihood of failure is high and in which the salary is dependent upon the success of the company. What is the minimum probability of the startup company’s success that you would find acceptable to make it worthwhile for Frederica to take the job? (choose one)

1 in 10, 3 in 10, 5 in 10, 7 in 10, 9 in 10

Research has found group polarization on these types of decisions, such that the group recommendation is riskier (in this case, requiring a lower probability of success of the new company) than the average of the individual group members’ initial opinions. In these cases, the polarization can be explained in terms of diffusion of responsibility (Kogan & Wallach, 1967). Because the group as a whole is taking responsibility for the decision, the individual may be willing to take a more extreme stand, since he or she can share the blame with other group members if the risky decision does not work out.

But group polarization is not limited to decisions that involve risk. For instance, in an experiment by Myers and Kaplan (1976), groups of students were asked to assess the guilt or innocence of defendants in traffic cases. The researchers also manipulated the strength of the evidence against the defendant, such that in some groups the evidence was strong and in other groups the evidence was weak. This resulted in two groups of juries—some in which the majority of the students initially favored conviction (on the basis of the strong evidence) and others in which a majority initially favored acquittal (on the basis of only weak evidence). The researchers asked the individuals to express their opinions about the guilt of the defendant both before and after the jury deliberated.

As you can see in Figure 11.7 “Group Polarization”, the opinions that the individuals held about the guilt or innocence of the defendants were found to be more extreme after discussion than they were, on average, before the discussion began. That is, members of juries in which the majority of the individuals initially favored conviction became more likely to believe the defendant was guilty after the discussion, and members of juries in which the majority of the individuals initially favored acquittal became more likely to believe the defendant was innocent after the discussion. Similarly, Myers and Bishop (1970) found that groups of college students who had initially racist attitudes became more racist after group discussion, whereas groups of college students who had initially antiracist attitudes became less racist after group discussion. Similar findings have been found for groups discussing a very wide variety of topics and across many different cultures.

Group polarization does not occur in all groups and in all settings but tends to happen when two conditions are present: First, the group members must have an initial leaning toward a given opinion or decision. If the group members generally support liberal policies, their opinions are likely to become even more liberal after discussion. But if the group is made up of both liberals and conservatives, group polarization would not be expected. Second, group polarization is strengthened by discussion of the topic. For instance, in the research by Myers and Kaplan (1976) just reported, in some experimental conditions the group members expressed their opinions but did not discuss the issue, and these groups showed less polarization than groups that discussed the issue.

Group polarization has also been observed in important real-world contexts, including financial decision-making in group and corporate boardrooms (Cheng & Chiou, 2008; Zhu, 2010), and it may also occur in other situations. It has been argued that the recent polarization in political attitudes in the United States (the “blue” Democratic states versus the “red” Republican states) is occurring in large part because each group spends time communicating with other like-minded group members, leading to more extreme opinions on each side. And it has been argued that terrorist groups develop their extreme positions and engage in violent behaviors as a result of the group polarization that occurs in their everyday interactions (Drummond, 2002; McCauley, 1989). As the group members, all of whom initially have some radical beliefs, meet and discuss their concerns and desires, their opinions polarize, allowing them to become progressively more extreme. Because they are also away from any other influences that might moderate their opinions, they may eventually become mass killers.

Group polarization is the result of both cognitive and affective factors. The general idea of the persuasive argument approach to explaining group polarization is cognitive in orientation. This approach assumes is that there is a set of potential arguments that support any given opinion and another set of potential arguments that refute that opinion. Furthermore, an individual’s current opinion about the topic is predicted to be based on the arguments that he or she is currently aware of. During group discussion, each member presents arguments supporting his or her individual opinions. And because the group members are initially leaning in one direction, it is expected that there will be many arguments generated that support the initial leaning of the group members. As a result, each member is exposed to new arguments supporting the initial leaning of the group, and this predominance of arguments leaning in one direction polarizes the opinions of the group members (Van Swol, 2009). Supporting the predictions of persuasive arguments theory, research has shown that the number of novel arguments mentioned in the discussion is related to the amount of polarization (Vinokur & Burnstein, 1978) and that there is likely to be little group polarization without discussion (Clark, Crockett, & Archer, 1971).

But group polarization is in part based on the affective responses of the individuals—and particularly the social identity they receive from being good group members (Hogg, Turner, & Davidson, 1990; Mackie, 1986; Mackie & Cooper, 1984). The idea here is that group members, in their desire to create positive social identity, attempt to differentiate their group from other implied or actual groups by adopting extreme beliefs. Thus the amount of group polarization observed is expected to be determined not only by the norms of the ingroup but also by a movement away from the norms of other relevant outgroups. In short, this explanation says that groups that have well-defined (extreme) beliefs are better able to produce social identity for their members than are groups that have more moderate (and potentially less clear) beliefs.

Group polarization effects are stronger when the group members have high social identity (Abrams, Wetherell, Cochrane, & Hogg, 1990; Hogg, Turner, & Davidson, 1990; Mackie, 1986). Diane Mackie (1986) had participants listen to three people discussing a topic, supposedly so that they could become familiar with the issue themselves to help them make their own decisions. However, the individuals that they listened to were said to be members of a group that they would be joining during the upcoming experimental session, members of a group that they were not expecting to join, or some individuals who were not a group at all. Mackie found that the perceived norms of the (future) ingroup were seen as more extreme than those of the other group or the individuals, and that the participants were more likely to agree with the arguments of the ingroup. This finding supports the idea that group norms are perceived as more extreme for groups that people identify with (in this case, because they were expecting to join it in the future). And another experiment by Mackie (1986) also supported the social identity prediction that the existence of a rival outgroup increases polarization as the group members attempt to differentiate themselves from the other group by adopting more extreme positions.

Taken together then, the research reveals that another potential problem with group decision making is that it can be polarized. These changes toward more extreme positions have a variety of causes and occur more under some conditions than others, but they must be kept in mind whenever groups come together to make important decisions.

Cognitive Approaches: Improving Communication and Information Sharing

Even if we are successful in encouraging the group members to work hard toward the group goals, groups may fail anyway because they do not gather and share information openly. However, the likelihood of poor information search and information sharing, such as that which occurs in groupthink, can be reduced by creating situations that foster open and full discussion of the issues.

One important method of creating adequate information sharing is to ensure that the group has plenty of time to make its decision and that it is not rushed in doing so. Of course, such a luxury is not always possible, but better decisions are likely to be made when there is sufficient time. Having plenty of time prevents the group from coming to premature consensus and making an unwise choice. Time to consider the issues fully also allows the group to gain new knowledge by seeking information and analysis from outside experts.

One approach to increasing full discussion of the issues is to have the group break up into smaller subgroups for discussion. This technique increases the amount of discussion overall and allows more group members to air more ideas. In some decision-making groups, it is standard practice to set up several independent groups that consider the same questions, each carrying on its deliberations under a separate leader; the subgroups then meet together to make the final decision.

Within the group itself, conversation can be encouraged through the use of a devil’s advocate—an individual who is given the job of expressing conflicting opinions and forcing the group (in a noncombative way) to fully discuss all the alternatives. Because the opinions of the devil’s advocate challenge the group consensus and thus may hinder quick group decision making and group identity, the individual who takes the job may not be particularly popular in the group. For this reason, the group leader should formally assign the person to the role and make it clear that this role is an essential part of group functioning. The job can profitably be given to one of the most qualified group members and may sometimes rotate from person to person. In other cases, it may be useful to invite an expert or another qualified individual who is not a regular member of the group to the decision-making meetings to give his or her input. This person should be encouraged to challenge the views of the core group.

The group leader is extremely important in fostering norms of open discussion in decision-making groups. An effective leader makes sure that he or she does not state his or her opinions early but rather, allows the other group members to express their ideas first and encourages the presentation of contrasting positions. This allows a fuller discussion of pros and cons and prevents simple agreement by conformity. Leaders also have the ability to solicit unshared information from the group members, and they must be sure to do so, for instance, by making it clear that each member has important and unique information to share and that it is important to do so. Leaders may particularly need to solicit and support opinions from low-status or socially anxious group members. Some decision-making groups even have a “second-chance meeting” before a final decision is made. In this final meeting, the goal is to explicitly consider alternatives and allow any lingering doubts to be expressed by group members.

One difficulty with many working groups is that once they have developed a set of plans or strategies, these plans become established social norms, and it becomes very difficult for the group to later adopt new, alternative, and perhaps better, strategies. As a result, even when the group is having difficulty performing effectively, it may nevertheless stick with its original methods; developing or reformulating strategies is much less common. The development of specific strategies that allow groups to break out of their existing patterns may be useful in these cases. Hackman and Morris (1975) suggest that it can be helpful to have outside observers who are experts in group process provide feedback about relevant norms and encourage the groups to discuss them. In some cases, the consultation may involve restructuring the group by changing the status hierarchy, the social norms, or the group roles, for instance. These changes may help reduce conflict and increase effective communication and coordination.

Setting Appropriate Goals

One aspect of planning that has been found to be strongly related to positive group performance is the setting of goals that the group uses to guide its work (Latham & Locke, 1991; Weldon & Weingart, 1993). Groups that set specific, difficult, and yet attainable goals (e.g., “Improve sales by 10% over the next 6 months”) are much more effective than groups that are given goals that are not very clear (“Let’s sell as much as we can!”). In addition, groups that set clear goals produce better attendance. Goals have been found to be even more important in determining performance than are other incentives, including rewards such as praise and money.

Setting goals appears to be effective because it increases member effort and expectations of success, because it improves cooperation and communication among the members, and because it produces better planning and more accurate monitoring of the group’s work. Specific goals may also result in increased commitment to the group (Locke & Latham, 1990; Weldon, Jehn, & Pradhan, 1991), and when the goals are successfully attained, there is a resulting feeling of accomplishment, group identity and pride, a commitment to the task, and a motivation to set even higher goals. Moreover, there is at least some evidence that it is useful to let the group choose its own goals rather than assigning goals to the group (Haslam, Wegge, & Postmes, 2009). Groups tend to select more challenging goals, and because they have set them themselves, they do not need to be convinced to accept them as appropriate. However, even assigned goals are effective as long as they are seen as legitimate and attainable (Latham, Winters, & Locke, 1994).

One potential problem associated with setting goals is that the goals may turn out to be too difficult. If the goals that are set are too high to actually be reached, or if the group perceives that they are too high even if they are not, the group may become demoralized and reduce its effort (Hinsz, 1995). Groups that are characterized by a strong social identity and a sense of group efficacy—the belief that they can accomplish the tasks given to them—have been found to perform better (Little & Madigan, 1997; Silver & Bufanio, 1996, 1997). Fortunately, over time, groups frequently adjust their goals to be attainable.

Group Member Diversity: Costs and Benefits

As we have seen, most groups tend to be made up of individuals who are similar to each other. This isn’t particularly surprising because groups frequently come together as a result of common interests, values, and beliefs. Groups also tend to recruit new members who are similar to the current members, in the sense that they have personalities, beliefs, and goals that match those of the existing members (Graves & Powell, 1995).

There are some potential advantages for groups in which the members share personalities, beliefs, and values. Similarity among group members will likely help the group reach consensus on the best approaches to performing a task and may lead it to make decisions more quickly and effectively. Groups whose members are similar in terms of their personality characteristics work better and have less conflict, probably at least in part because the members are able to communicate well and to effectively coordinate their efforts (Bond & Shiu, 1997). In some cases, a group may even ostracize or expel members who are dissimilar, and this is particularly likely when it is important that the group make a decision or finish a task quickly and the dissimilarity prevents achieving these goals (Kruglanski & webster, 1991).

Although similarity among group members may be useful in some cases, groups that are characterized by diversity among members—for instance, in terms of personalities, experiences, and abilities—might have some potential advantages (Crisp & Turner, 2011; Jackson & Joshi, 2011; van Knippenberg & Schippers, 2007). For one, assuming that people are willing to express them, diverse interests, opinions, and goals among the group members may reduce tendencies toward conformity and groupthink. Diverse groups may also be able to take advantage of the wider range of resources, ideas, and viewpoints that diversity provides, perhaps by increasing discussion of the issues and therefore improving creative thinking. Bantel and Jackson (1989) appraised the diversity of top management teams in 199 banks and found that the greater the diversity of the team in terms of age, education, and length of time on the team, the greater the number of administrative innovations. Diversity has also been found to increase positive attitudes among the group members and may increase group performance and creativity (Gurin, Peng, Lopez, & Nagda, 1999; McLeod, Lobel, & Cox, 1996; Nemeth, Brown, & Rogers, 2001).

Extreme levels of diversity, however, may be problematic for group process. One difficulty is that it may be harder for diverse groups to get past the formation stage and begin to work on the task, and once they get started, it may take more time for them to make a decision. More diverse groups may also show more turnover over time (Wagner, Pfeffer, & O’Reilly, 1984), and group diversity may produce increased conflict within the group (Kim, 1988).

Diversity in gender and ethnic background in-group members may be either beneficial or harmful to a group. In terms of potential benefits, men and women bring different orientations to the group, as do members of different ethnic groups, and this diversity in background and skills may help group performance. In a meta-analysis of gender diversity, Wendy Wood (1987) found that there was at least some evidence that groups composed of both men and women tended to outperform same-sex groups (either all males or all females) at least in part because they brought different, complementary skills to the group. However, she also found that groups made up only of men performed well on tasks that involved task-oriented activities, whereas groups of women did better on tasks that involved social interaction. Thus, and again supporting the importance of the person-by-situation interaction, the congruency of members and tasks seems more important than either member characteristics or group characteristics alone.

However, although ethnic and gender diversity may have at least some benefits for groups, there are also some potential costs to diversity. Tsui, Egan, and O’Reilly (1992) found that highly diverse groups had lower cohesion and lower social identity in comparison with groups that were more homogeneous. Furthermore, if there are differences in status between the members of the different ethnic or gender groups (such as when men have higher status than women), members of the group with lower status may feel that they are being treated unfairly, particularly if they feel that they do not have equal opportunities for advancement, and this may produce intergroup conflict. And problems may also result if the number of individuals from one group is particularly small. When there are only a few (token) members of one group, these individuals may be seen and treated stereotypically by the members of the larger group (Kanter, 1977).

In sum, group diversity may produce either process losses or process gains, but it is difficult to predict which will occur in any given group. When the diversity experience is not too extreme, and when the group leaders and group members treat the diversity in a positive way, diversity may encourage greater tolerance and also have a variety of positive group functions for the group (Crisp & Turner, 2011; Nishii & Mayer, 2009).