Leading Culturally Diverse Teams
MODULE NOTE FOR INSTRUCTORS
Leading Culturally Diverse Teams
Introduction
The module’s central premise is that teams whose members adopt a learning orientation in crosscultural interactions can overcome these forces.3 Team members using this strategy resist the impulse 1 For research related to social identity threat as experienced by members of low-status social identity groups, such as women and minorities, see Claude M. Steele, Steven J. Spencer, and Joshua Aronson, "Contending with Group Image: The Psychology of Stereotype and Social Identity Threat," in Advances in Experimental Social Psychology, ed. M. P. Zanna (San Diego, CA: Academic Press, Inc., 2002): 379-440; Kay Deaux & Kathleen A. Ethier. “Negotiating Social Identity,” in Prejudice: The Target’s Perspective,, eds. J. Swim & C Stangor (San Diego: Academic Press, Inc., 1998): 301-323; and Laura Morgan Roberts, “Changing faces: Professional Image Construction in Diverse Organizational Settings,” Academy of Management Review 30 (2005): 685-711. For discussion of how social identity threat is experienced by men, see Robin J. Ely and Debra E. Meyerson., “Unmasking Manly Men: The Organizational Reconstruction of Men’s Identity,” Harvard Business School, Working Paper (2006); for how it is experienced by members of other high status social identity groups, see Robin J. Ely, “The Role of Dominant Identity and Experience in Organizational Work on Diversity," in Diversity in Work Teams: Research Paradigms for a Changing Workplace, ed. S. E. Jackson and M. N. Ruderman (Washington, D. C.: American Psychological Association, 1995): 161-186. 2 See Ely and Meyerson, “Unmasking Manly Men: The Organizational Reconstruction of Men’s identity” and Roberts, “Changing Faces: Professional Image Construction in Diverse Organizational Settings.”
Do
3 See Robin J. Ely, Debra E. Meyerson, and Martin N. Davidson, “Beyond Political Correctness” (working title), Harvard Business Review (forthcoming); Robin J. Ely and
Leading Culturally Diverse Teams
Introduction
The module’s central premise is that teams whose members adopt a learning orientation in crosscultural interactions can overcome these forces.3 Team members using this strategy resist the impulse 1 For research related to social identity threat as experienced by members of low-status social identity groups, such as women and minorities, see Claude M. Steele, Steven J. Spencer, and Joshua Aronson, "Contending with Group Image: The Psychology of Stereotype and Social Identity Threat," in Advances in Experimental Social Psychology, ed. M. P. Zanna (San Diego, CA: Academic Press, Inc., 2002): 379-440; Kay Deaux & Kathleen A. Ethier. “Negotiating Social Identity,” in Prejudice: The Target’s Perspective,, eds. J. Swim & C Stangor (San Diego: Academic Press, Inc., 1998): 301-323; and Laura Morgan Roberts, “Changing faces: Professional Image Construction in Diverse Organizational Settings,” Academy of Management Review 30 (2005): 685-711. For discussion of how social identity threat is experienced by men, see Robin J. Ely and Debra E. Meyerson., “Unmasking Manly Men: The Organizational Reconstruction of Men’s Identity,” Harvard Business School, Working Paper (2006); for how it is experienced by members of other high status social identity groups, see Robin J. Ely, “The Role of Dominant Identity and Experience in Organizational Work on Diversity," in Diversity in Work Teams: Research Paradigms for a Changing Workplace, ed. S. E. Jackson and M. N. Ruderman (Washington, D. C.: American Psychological Association, 1995): 161-186. 2 See Ely and Meyerson, “Unmasking Manly Men: The Organizational Reconstruction of Men’s identity” and Roberts, “Changing Faces: Professional Image Construction in Diverse Organizational Settings.”
Do
3 See Robin J. Ely, Debra E. Meyerson, and Martin N. Davidson, “Beyond Political Correctness” (working title), Harvard Business Review (forthcoming); Robin J. Ely and