Good Example Of Description And Explanation Of One Applicable Lesson For Group Or Organizational Performance Article Review

Psychology: Perspectives on Diversity in Groups and Organizations

Summary of article identifying thesis (main argument) and any supporting related evidence
Analysis of premises and any models observed.

Comparison and contrast of articles
Psychology: Perspectives on Diversity in Groups and Organizations

Article Review

Article 1- Exploring the black box: Analysis of work group diversity, conflict and performance
Summary
The title of this article is ‘exploring the black box: An Analysis of work group diversity conflict and performance. The researchers sampled 45 teams in a study. They discovered that dicersityv influences conflict o the extent of determining the types that would emerge within the group setting. Further, it was observed that ultimately the conflict created by diversity leads to performance inhibitions also (Pelled, Eisenhardt & Xin, 1999).
A distinct relationship was established between/ among diversity, conflict and performance variables. Task conflict was correlated to task cognitive performance inadequacies, rather than emotional dysfunctions. In arriving at their conclusions the researchers realized that work group diversity determines work group functioning patterns. Diversity features identified were age, sex, rate, country of origin and peculiarities in cultural orientation (Pelled et.al, 1999)
Arguments advanced in support of their conclusion regarding age being a distinct diversity variable creating conflict is that someone takes a long period to regulate his/her behavior as it relates to age. In some instances it may progress over ten years. For example, someone 30myears of age would behave differently to one 50 and over. Age gap differences do affect performance as conflict develops based on this criterion (Pelled et.al, 1999).
In the end the researchers contend when examining these variables individually, it is highly likely that employees would identify with someone who is functionally different than in situations when there are gender, age, tenure or ethnic differences. Consequently, they hypothesized that diversity pertaining to race, age, gender and tenure have strong relationships to emotional conflict rather than functional discrepancies (Pelled et.al, 1999)
Analysis of premises and any models observed.
The premise explained for conclusions derived from this article appeared to be closely link]to the theoretical proposition that a relationship exists between diversity and task conflict. This pertains to the overall interactions among group members who have diverse functions within the group organizations. A supporting premise relates to the perspective that once people demographic backgrounds are not identical there is the likelihood of them being dissimilar in belief systems (Pelled et.al, 1999)
As such, a conflict work place group is inevitable. It is presumed that this type of diversity triggers class conflict. Further the researchers advanced an integrated model in addressing research findings. This models reflects the ideology that work groups’ diversity always impact cognitive task performance within the organization. Conflict in itself is a situation whereby employees clash due to differences pertaining to task interpretations based on personal belief systems and not so much from an of organizational goals’ paradigm. Hence, the model integrates task performance with conflict and diversity to clarify reasons for conflict within diverse work groups in organizations (Pelled et.al, 1999).
These assumptions contained in this article explain cliques and dysfunctional groups within a workplace organizational structure. Cliques emerge due to people with similar demographic background grouping since there is a commonality in culture, gender or age. Dysfunctional groups occur when persons within the group find it difficult relating due to the influences of diversity.

Article 11 – Work diversity and group performance: An integrative model and research agenda.

Summary
These researchers were fascinated by the results derived from this study declaring that relationships between work group diversity and performance maintained its persistence throughout the study. For example, the results that in addressing the issue a proposition of applying the categorizing – elaboration model was very effective. Essentially, the
model encompassed reconceptualization integrating data pertaining to decision making. Social categorization perspectives regarding diversity in work groups along with performance were evaluated (Knippenberg, De Dreu & Homan, 2004).
More importantly, researchers revealed that this model also both incorporates mediator and moderator variables in its exploration. It was further observed that these two features of work diversity have been greatly ignored in previous studies. Therefore, this article portrays an exploration incorporating the point of view that data derived from decision making
social categorization processes are relevant since are interacting forces in the work place (Knippenberg et.al, 2004).

Precisely, the researchers contend that intergroup disruptions emerge from social

Categorization. This ultimately creates functional disruptions in organization. Consequently, execution of collaborative processes is jeopardized. Information regarding task relkevance are greatly affected. Additionally, these researchers advanced that in attempting to bridge the gap between positive and negative outcomes due to diversity, specificities ought not to be taken into consideration. All aspects of diversity have their negative as well as positive influences. Methods used in interpreting these distinct diversity ultimately design the agenda for addressing work place diversity in relation to performance (Knippenberg et.al, 2004).
Analysis of premises and any models observed.
The premise for this research agenda article lies in the model itself. It explains the categorization – elaboration model from an integrative perspective. GThesis classification has proven very useful in providing interpretations to diversity issues in the workplace. The researchers contend that previous studies have failed in their attemps at identifying as well as explaining the positive and negative aspects of work place diversity. This model has exclusively address major features which have been omitted in those studies.
One applicable lesson derived from this article relates to the understanding that work place conflict must first be perceived from the premise of the extent of diversity in the environment. These researchers observed that once demographic differences pervade obviously conflict is inevitable. While this article did not focuas on conflicts in mentioning the positive and negative elements of diversity denotes some type of conflict. All work environments have conflicts of one type or the other.

Article 111: A status perspective on the consequences of work group diversity.

Summary
In this article the researchers attempted to account for negative and positive influences of work group diversity. The contention is that often researchers base their assumptions as they pertain to the data decision making typology. This means perceiving diversity from a variety of paradigms as well as social cauterization theoretical view points. Diversity is also conceived as separation in some disciplines (van Dijk & van Engen, 2013).
However, this article presents a conceptual framework arguing that an integrated status approach should be adapted in addressing negative and positive aspects of diversity because it is vital towards interpreting the diversity outcomes. The expectation theoretical perspective was further advanced in presenting a case of status diversity being important to group interactions designing a diversity of its own. More importantly, status diversity occurs automatically because people joining a group have their peculiar characteristics defining specific status quo (van Dijk. & van Engen, 2013).

Status configuration was a concept devised by these researchers in explaining

These within-group status differences lead to the formation of a status configuration a situation of informal social order. This feature of the group dynamics is believed to promote coordination of group activities. Therefore, the status configuration process is deeply embedded in interactions among veridicality, legitimacy and stability. In concluding the authors explained how practitioners could measure status configuration among groups and its relevance to decision making process as well as social categorization framework. The implications dor practitioners were also tendered as insights (van Dijk & van Engen, 2013).
Analysis of premises and any models observed.
Clearly, the premise in this article is advancing status configuration as being an important element of group behavior, especially, in the work environment. It is implied that status in itself offers its own configuration. Essentially, configuration creates diversity in another sense. Diverse characteristics merge and configure in becalming a unique patterns in group behavior. The model suggests that status configuration promotes competence. Perceived startus differences serve as a medium for coordination. Status differences could hinder group performance because group members feel threatened if their status is lower than other group members.
One applicable lesson for group performance is that status has positive and negative impacts in group behavior within the organization. Therefore while status configuration is valuable in producing coordination it can hinder group performance levels.
Comparison and contrast of articles
All three articles addressed different aspects of work place diversity. Article one succinctly took an approach of exploring conflict and how diversity invites it The researchers applied an integrated model. In this model it was concluded that a conflict work place group is inevitable. It is presumed that this type of diversity triggers class conflict. Further, the researchers clarified integrated model in addressing research findings. This models reflects the ideology that work groups’ diversity always impact cognitive task performance within the organization (Pelled et.al, 1999).
Conflict in itself is whereby employees clash due to differences pertaining to task interpretations is based on personal belief systems and not so much from an of organizational goals’ paradigm. Hence, the model integrates task performance with conflict and diversity to clarify reasons for conflict within diverse work groups in organizations. While all three article interpret workplace diversity this is the uniqueness of the first article (Pelled et.al, 1999).
Article two was not focus on conflict as article one. Instead the authors interpreted negative and positive impacts of workplace diversity applying a integrative model as well qirh different assumptions. In this model mediator and moderator variables were incorporated in its exploration. It was further observed that these two features of work diversity have been greatly ignored in other studies. Therefore, this article portrays an exploration incorporating the point of view that data derived from decision making social categorization processes are relevant interacting forces in the work environment (Knippenberg et.al, 2004).
Article three while peculiar seemed an extension of article two in that the authors focused on the consequences of work place diversity. Conflict was not mentioned as a consequence, However, in their status configuration model consequents were highlight as being positive when coordination emerges and negative when members feel threatened if their status is lower than that of other group members (van Dijk & van Engen, 2013).

References

Knippenberg, D. De Dreu, C., & Homan, C. (2004). Work Group Diversity and Group
Performance: An Integrative Model and Research Agenda. Journal of Applied
Psychology. American Psychological Association (89) 6, 1008–1022
Pelled, L. Eisenhardt, K., & Xin, K. (1999). Exploring the black box: Analysis of work group
diversity, conflict and performance. Administrative Science Quarterly, 44(1) 1-28
van Dijk. H., & van Engen, M.( 2013). A status perspective on the consequences of work
group diversity. Journal of Occupational and Organizational Psychology. 86, 223–241