Why differences make a difference: A field study of diversity, conflict, and performance in workgroups

A multimethod field study of 92 workgroups explored the influence of three types of workgroup diversity (social category diversity, value diversity, a nd informational diversity) and two moderators (task type and task interdep endence) on workgroup outcomes. Informational diversity positively influenc ed group performance, mediated by task conflict. Value and social category diversity, task complexity, and task interdependence all moderated this eff ect, Social category diversity positively influenced group member morale. V alue diversity decreased satisfaction, intent to remain, and commitment to the group; relationship conflict mediated the effects of value diversity. W e discuss the implications of these results for group leaders, managers, an d organizations wishing to create and manage a diverse workforce successful ly.