Managing Teams With Diverse Compositions: Implications For Managers From Research on the Faultline Model

摘要

Two trends that seem unlikely to change are that employees increasingly work in teams, typically cross-functional or project teams, and that they will work with people demographically unlike themselves. Research suggests that such diversity has positives and negatives, so how can managers increase the odds of a positive experience? Minimizing or neutralizing faultlines-hypothetical dividing lines based on various attributes-can help. Studies suggest seven ways managers can do this: understand what triggers faultlines; develop team identity; analyze the importance of beliefs, cultures, and norms; use appropriate structures; recognize effects of team autonomy; guide intra-team communication; and stress appropriate leadership.