7.7. A MODEL FOR DIVERSITY IN GROUPS

Figure 7.1 shows a model that summarizes the factors that increase or decrease the effectiveness of relationships in work groups. Multicultural teams have a wealth of material to create innovative approaches to complex organizational challenges, and a broad range of operating models with which to develop new ways of implementing solutions. Creating successful multicultural teams requires us to tap into the key idea of "perceived similarity." As we noted earlier, we are wired to prefer similarity. Similarity is rewarding and leads to attraction. Perceived similarity decreases where there is a large cultural distance and when there is a history of conflict between groups or individuals (the events in the former Yugoslavia show this clearly).

Figure 7.1. A theoretical model for the study of diversity (Source: Triandis et al., 1994, p. 784.)

However, perceived similarity increases when people know a lot about each other, and that is what cross-cultural training courses try to accomplish. Also, when people are of approximately equal status or share a similar attribute, their perceived similarity increases.

Perceived similarity may not have much relevance if people do not have an opportunity to interact. If one person is on the 9th floor and the other on the 35th and they never meet, whether they are similar or different makes no difference. However, the more opportunities there are for people to have contact, the more perceived similarity will result in rewarding situations. The rewards will be even higher when people have superordinate goals—goals that they can reach only with the help of the other person. Furthermore, the rewards are greater when authorities support contact between diverse individuals. For example, where there is an official policy that supports multiculturalism, contact becomes even more satisfying. Rewarding contacts increase the chances that more interaction will take place between the individuals. The greater the interaction, the more likely it is that the individuals will develop an intimate relationship, revealing more about themselves and spending more time together. Such activities are likely to increase their perceived similarity. Also, the more interaction, the more people are likely to develop common friends and other indications of "network overlap." When there is much network overlap people will avoid cutting themselves off from the other group and displaying signs of ethnic superiority.

More interaction also has the effect of developing accuracy in the perception of the other group. Stereotypes are corrected with increased interaction and become sociotypes (valid stereotypes). When there is accuracy in the way the other group is seen, people are likely to make correct attributions in explaining the behavior of members of the other group. For example, in some cultures people show respect by not looking another person in the eye. In others, not looking in the eye suggests that the person has something to hide. Thus the behavior of not looking in the eye can be interpreted very differently, depending on the attribution that is made: If I think, "You are not looking in my eyes because you are sly," I am making a very different attribution than if I think, "You are not looking in my eyes because you show respect." Making isomorphic attributions means that the observer makes attributions that are more or less like the attributions made by the actor of the behavior. Making isomorphic attributions means that each person understands correctly the behavior of the other. Then there is a match between the expectations of how the other will behave and the other's behavior. This match provides a sense of "control" over the social situation. "I know why he acted that way;" "I can make him act differently if I act this way." A sense of control results in far less culture shock when people from different cultures interact with each other.

Also, when a person from one culture feels "in control" of the social situation, chances are he or she will try to act in ways the member of the other culture will expect him to act. This will result in "accommodation" where behaviors that are acceptable to members of both cultures are especially likely to occur. In such a case, even overshooting might occur, where the member of one culture, X, behaves more like the member of the other culture, Y, than the norms of culture Y require. For example, a member from a culture that keeps considerable distance between the bodies when people are interacting (such as the Japanese) may interact with a member of a culture where people keep their bodies quite close and touch when they know each other (such as the Mexicans). Mexicans will normally give an abrazo (putting their hands around the body of the other person, and tapping him in the back) when they know the other person well.

A Mexican meeting a Japanese for the first time would not expect an abrazo. Thus, a Japanese who has studied about Mexican culture and who feels in control of the social situation and gives an abrazo would be "overshooting." He is not only friendly, but more friendly than required by the situation.

On the other hand, there is also "ethnic affirmation," when persons emphasize the merits of their own culture while putting down the other culture. This often happens when a group feels rejected: "If you do not accept me, you are the loser, because you do not realize how wonderful I am."