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HEC: Diversity Management > 4. Minority stereotypes > Flashcards

4. Minority stereotypes Flashcards

1
Q

Why are gender stereotypes generally positive?

A
  • Women and men interact on a daily basis, harmoniously
  • They need each other to reproduce
  • As such, each gender is tolerant when the other gender is in close proximity = intimate interdependence
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2
Q

Why are non-gender stereotypes not positive?

A

Members of one non-gender group see a member of:

  • their own group as “in-group”
  • another group as “out-group”

Members of the out-group are:

  • less trusted
  • less liked
  • fought with more

Three explanations:

  • Economic perspective
  • Cognitive/motivational perspective
  • Dominance perspective
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3
Q

What is the idea of the economic perspective?

A

Realistic group conflict theory: Intergroup hostility arises due to competition with out-groups over valuable/scarce resources.

  • When groups compete for limited resources, the groups experience conflict, prejudice, and discrimination

What are limited resources?

  • Territory
  • Jobs
  • Power

→ Prejudice and discrimination should be strongest among groups that stand to lose the most if another group succeeds.

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4
Q

What is Realistic group conflict theory?

A

Intergroup hostility arises due to competition with out-groups over valuable/scarce resources.

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5
Q

What are some examples of the economic perspectives?

A
  1. The Occupy Wall Street movement pitted two groups (99% vs. 1%) against each other because they are in competition over the control of a limited resource (i.e. money)
  2. Some of the strongest anti-black prejudice occurred shortly after the civil rights movement successful
  • The prejudice was strongest among the white working class. Why?
  • Working class jobs became a threatened commodity for white Americans once millions of black Americans were allowed to apply
  1. Attitudes toward transgender individuals have gotten more negative after trans women were allowed to participate in female competitions
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6
Q

What was the Robber’s cave study (economic perspective)?

A

22 fifth-grade boys (all strangers) participated in a 2.5 week summer camp at Robber’s Cave State Park. They were divided into groups of 11

Phase 1:

  • Groups independently engaged in activities designed to foster unity (preparing means, pitching tents, etc)
  • Neither group knew about the other group’s existence

Phase 2:

  • The groups were brought together for a five-day tournament; winners got medal and pocket knives
  • The other group is now an obstacle to prizes
  • This led to conflict, trash-talking, stealing, and burning the other group’s flag, in addition to in-group favoritism

Phase 3:
- The researchers tried to “reverse” the prejudice and reduce conflict between the 2 groups

Attempt #1: Mere Exposure

  • The boys were brought together in noncompetitive settings
  • This failed. They insulted each other, fought, etc.

Attempt #2: Superordinate goals

  • The researchers created larger goals that made the group of boys depend on each other to succeed (Disrupted the camp’s water supply (boys had to fix the pipes together), supply truck “broke down” (boys had to jump start it together))
  • This worked - Prejudice went away! (On the ride home, the boys took the same bus, shared candy, etc.)
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7
Q

What is the idea of the motivational perspective?

A

Social identity theory: person’s self-concept and self-esteem are derived from personal identity AND in-group status/accomplishments

  • People are motivated to view their in-groups favorably and out-groups unfavorably because this enhances self-concept and self-esteem
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8
Q

What is the definition of social identity theory?

A

Person’s self-concept and self-esteem are derived from personal identity AND in-group status/accomplishments

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9
Q

What is minimal group paradigm (motivational)?

A

Participants assigned to groups based on irrelevant criterion or chance (e.g. color of shirt, coin flip, etc) will support the members of their in-group more than members of the out-group

Support how?

  • Give them more money in a distributive task between a member of in-group (not themselves) and a member of out-group
  • Occurs even under conditions of non-scarce resources

Would you prefer:

  • The in-group and out-group to get $10 each?
  • The in-group to get $7 and the out-group to get $3?

People overwhelmingly prefer the second option since it maximizes in-group success (and thus own self-esteem) relative to the out-group

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10
Q

What is the definition of basking in reflected glory?

A

Demonstration of how self-esteem is increased when your ingroup does well:

Basking in reflected glory: Taking pride in the accomplishments of those we feel associated with in some way. When in-groups succeed, we have higher self-esteem (sports team)

This can work the other way: Self-esteem can also be enhanced by negative evaluations of out-group

  • Remember: people are motivated for in-group success RELATIVE to the out-group
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11
Q

What are identity management strategies (motivational)?

A

People are motivated to emphasize and secure the ways in which their group is positively distinct from other groups (because it reflects positively on their self-esteem). When it reflects negatively, a member of a devalued group will resort to one of the following strategies:

  • Individual mobility: Seek to escape, avoid or deny belonging to a devalued group, or seek to be included in a group of higher social standing
  • Social creativity: focus on other dimensions of intergroup comparison, including other groups in comparison
  • Social competition: engaging in forms of conflict designed to change the status quo (e.g. union action)
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12
Q

What are the parts of the motivational perspective?

A
  • Social identity theory
  • Minimal group paradigm
  • Basking in reflected glory
  • Identity management strategies
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13
Q

What is the idea of the dominance perspective?

A

Social dominance theory: intergroup oppression, discrimination and prejudice are means by which human societies organize themselves as group-based hierarchies, in which dominant groups secure a disproportionate share of the good things in life (e.g. powerful roles).

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14
Q

What is social dominance theory?

A

Intergroup oppression, discrimination and prejudice are means by which human societies organize themselves as group-based hierarchies, in which dominant groups secure a disproportionate share of the good things in life (e.g. powerful roles).

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15
Q

What sustains inequalities in social dominance between groups (dominance)?

A
  • Unequal contexts: e.g. dominant groups are more privileged, so it’s difficult for subordinate groups to break out of their less privileged context
  • Behavioral asymmetry: members of subordinate groups tend to behave in ways that are less beneficial to themselves and their in-groups than dominant group members do with reference to their in-groups
  • Coordinated prejudices/social beliefs/values of supremacy of the dominant group and acts of cruelty, oppression and discrimination
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16
Q

What are the outcomes of ingroup/outgroup distinctions?

A

Stereotypes, prejudice, and discrimination. (different things) One leads to the other.

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17
Q

What is the definition of a stereotype?

A

Stereotype = cognition

  • Belief that certain attributes are characteristic of members of particular groups (e.g. all people in RACIAL GROUP are lazy)
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18
Q

What is the definition of prejudice?

A

Prejudice = emotion/attitude

  • A negative (or positive) attitude toward a certain group that is applied to its individual members (e.g. I don’t like people in RACIAL GROUP, so I don’t like Bob because he is a member of this group)
  • Workplace implications: Reflects in likability, performance evaluation, networking success, etc.
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19
Q

What is the definition of discrimination?

A

Discrimination = behavior

  • Unfair treatment of members of a particular group based on their membership in that group (e.g. Bob applied for a job in my company, but I won’t hire him since he’s in RACIAL GROUP)
  • Workplace implications: reflects in promotion, hiring, salary decisions
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20
Q

What is the determinant for chances of being discriminated at work?

A

It all depends on how COMPETENT you are perceived. The more competent, the lower are the chances of being discriminated.

  • The only group that needs to be perceived as both competent AND warm are women (low warmth violation of stereotype backlash)
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21
Q

What is the difference between prejudice/discrimination in the workplace for women (gender) compared to ethnic and other minorities?

A

Prejudice and discrimination towards women happens in the workplace ONLY when women violate prescriptive gender stereotypes (i.e. nice, unassertive, compliant)

  • PS exist to “maintain social order”: i.e. society needs women to stay at home and take care of kids because biologically men can’t

By contrast, prejudice and discrimination toward ethnic and other minorities occurs REGARDLESS of how they act, because majorities:

  • Compete with minority for resources (e.g. jobs) = economic perspective
  • Derive self-esteem from being superior = motivational perspective
  • Enjoy having tangible benefits with being at the top of the “hierarchy” = dominance perspective
22
Q

What are the two main types of racial prejudice?

A
  1. Traditional: Prejudice against a racial group that is consciously acknowledged and openly expressed by the individual
  • Relatively rare in contemporary society
  1. Modern: Opposing racial segregation/discrimination, but treating outgroup members differently in more subtle ways
  • More subtle indicators, not necessarily verbalized (e.g. sitting further away, being less likely to hire them)

This applies to all forms of prejudice (sexism, homophobia, anti-Semitism), not just racism

23
Q

What does US based studies show about race at work?

A

Modern racism (MR) is suppressed when expressing it would clearly look racist, but emerges when it seems safe.

  • Black applicants with “some-good-some-bad” resumes were less likely to be hired than white applicants
  • Black applicants were less likely to be hired if there was a justification from CEO for hiring a white candidate

Whitening resumes: changing names, omitting experience with racial cues, emphasizing “white” experience.

  • Pro-diversity companies were not less likely to discriminate against non-whitened resumes
  • For both Asians and African Americans, callbacks for interviews are around 2x as high when resumes are whitened
24
Q

What does it mean to whiten resumes?

A

Changing names, omitting experience with racial cues, emphasizing “white” experience.

25
Q

Do some countries discriminate more than others?

A
  • Discrimination seems to exist in some form in most countries
  • Depends on which minorities are present
  • MENA people seem to experience much discrimination is the US
26
Q

Has there been a change in racial hiring discrimination over time?

A

Two studies suggest there has actually been a slight increase over the recent decades (data since ish 1975)

27
Q

What does US based studies suggest about performance connected to race at work?

A

Self-fulfilling prophecy: A false definition of the situation evoking a new behavior which makes the original false conception come true.

Phase 1 of the study:

  • White Princeton undergrads interviewed black and white men pretending to be job applicants. The interviews were recorded
  • When coders analyzed the videos, they found that interviewers faced with black applicants were more likely to sit further away, cut the interview short, and perform other MR behaviors

Phase 2 of the study:

  • Actors were trained to act like the interviewers from the first study when they interacted with either white or black applicants
  • The actors then interviewed a new batch of participants (applicants), all of whom were white
  • Independent judges rated these applicants
  • Applicants who were interviewed by actors trying to act like how the first interviewers acted towards black applicants were rated more negatively.

Yes, the black applicants usually did worse in study 1. But so did a later sample of white applicants when they were treated the same way by the interviewers.

28
Q

What is a self-fulfilling prophecy?

A

A false definition of the situation evoking a new behavior which makes the original false conception come true.

29
Q

What does US based studies show about performance evaluations in connection to race at work?

A

Ethnic minority vs. majority employees on performance evaluations:

  • Unfavorable performance attributions (e.g. failure = low intelligence, success = luck/chance)
  • Biased memory for performance (e.g. managers recall their black subordinates are less intelligent than their white subordinates, even if objective performance is identical)
  • Double standards for performance; performance of ethnic minority is scrutinized more intensely (because it is “unexpected” than the same level of performance by the ethnic majority)
30
Q

What does race and gender intersectionality at work imply for negotiations?

A

Intersectionality theory: social identities do not operate as unitary, mutually exclusive entities; instead, they intersect and shape complex social phenomena

How does race interact with gender during negotiations?

  • Black (vs. white) men and women are ascribed higher levels of dominance
  • Black women (vs. men) are ascribed higher levels of prestige

Black women receive more favorable negotiation offers and outcomes with white women and black men

31
Q

What is intersectionality theory?

A

Social identities do not operate as unitary, mutually exclusive entities; instead, they intersect and shape complex social phenomena

32
Q

What does US based studies show about leadership evaluations in connection to minorities?

A
  • White leaders are evaluated as more effective and as having more leadership potential compared to black leaders. Explanation: being white is perceived to be an attribute of the leader prototype
  • White male managers’ have negative perceptions of racial minority and female CEOs lower sense of identification with the organization lower propensity to others at the firm (especially other minorities)
  • Minority female leaders who engage in diversity-valuing behaviors receive lower performance evaluations compared to white male leaders (due to associations of diversity with lower competence)
33
Q

Does the principles of the US based studies transfer to other contexts and races (other than black in US)?

A

Same principles apply. In any nation where there is a majority/dominant racial group, the members of this group will have prejudiced (negative) attitudes towards any minority/low-status group

This will be especially the case when the majority and minority group VISIBLY differ (i.e. surface-level diversity, such as skin color)

34
Q

What are the 3 parts of homosexuality at work?

A
  • Prejudice/discrimination
  • Effects if concealed stigma on behavior at work
  • Disclosure decision
35
Q

Is there prejudice and discrimination connected to homosexuality at work?

A

Prejudice during interviews?

  • Yes. When an actor wore an LGBT (vs. plain) hat when applying for a job, evaluators spoke with them for shorter period of time and were ruder

Discrimination?

  • No. No difference in job offers between times when the actor wore or did not wear the LGBT hat
36
Q

What are the effects if concealed stigma on behavior at work (homosexuality)?

A
  1. Cognitive effects:
  • Preoccupation with keeping it a secret
  • Increased vigilance of discovery
  • Suspiciousness
  1. Emotional effects:
  • Anxiety, depression, shame, demoralization, hostility, guilt
  1. Behavioral effects:
  • Social avoidance, isolation, impaired formation of close relationships, worse impression management
37
Q

What can be said about disclosure in connection to homosexuality at work?

A

To mitigate the effects of concealed stigma, some LGBT individuals might choose to disclose their sexual orientation. (discomfort get so high → disclosure)

Disclosure is likely, if:

  • LGBT is core to their identity
  • No anticipated negative consequences (e.g. job loss)
  • Environmental support
38
Q

What does US based studies show about stereotype threatfor different minorities?

A
  • Older employees: Threat inducing cues (young manager, young workgroup, manual occupation) stereotype threat lower job engagement
  • Employees with physical disability (blindness): Ongoing stereotype threat lowers a blind person’s sense of self-integrity defensive avoidance of stereotype-relevant situations reduced growth, achievement, and well-being
  • Racial minority employees (black): Situations provoking stereotype threat raised black employees’ blood pressure
39
Q

What are the three types of diversity-based conflict?

A
  • Task conflict (TC)
  • Process conflict (PC)
  • Relationship conflict (RC)
40
Q

What is task conflict (TC)?

A
  • Stems from awareness of differences in viewpoints and opinions pertaining to a group task
  • Involves animated discussions and personal excitement
  • Might positively OR negatively affect performance
41
Q

What is process conflict (PC)?

A
  • Stems from awareness of controversies about aspects of how task accomplishment will proceed (e.g. duty and resource delegation)
  • No strong emotions, dialogue is rational
42
Q

What is relationship conflict (RC)?

A
  • Stems from awareness of interpersonal incompatibility
  • Involves strong dislike among group members and feelings of annoyance, tension, friction, and hatred
43
Q

What are the outcomes of task conflict (TC)?

A
  1. Lower trust
  2. Lower commitment
  3. Fewer extra-role behaviors
  4. More counter-productive work behaviors
  5. No changes in performance
44
Q

What are the outcomes of process conflict (PC)?

A
  1. Lower trust
  2. Lower commitment
  3. Lower satisfaction, cohesion
  4. Lower performance
45
Q

What are the outcomes of relationship conflict (RC)?

A
  1. Lower trust
  2. Lower commitment
  3. Fewer extra-role behaviors
  4. More counter-productive work behaviors
  5. Lower satisfaction, cohesion
  6. Lower positive emotions
  7. Lower performance
46
Q

What type of conflict does social category diversity lead to (e.g. gender, race, age)?

A
  1. Stereotyping/discrimination –> RC
  2. Differences in communication style –> TC
  3. Differences in knowledge –> PC
  4. Misunderstanding, mistrust, lower communication, exclusion of dissimilar others –> ALL types
47
Q

What type of conflict does functional diversity lead to (e.g. job function, education)?

A

Different backgrounds lead to different tasks and process approaches –> ALL types

48
Q

What are fault-lines?

A

hypothetical line that splits groups into demographically-based subgroups

49
Q

What can be said about fault-lines?

A
  1. Strong fault-lines appear between homogeneous subgroups
  • Subgroups: two or more group members who share multiple kinds of diversity with each other, not shared with the rest of the group
  1. Weak fault-lines appear within heterogeneous groups
  2. As teams get to know each other better, fault-lines can form along surface and deep forms of diversity
  3. Conflict, then, occur between members of different subgroups and they are highly intensified
  4. Fault-lines explain more variance in team learning, psychological safety, and performance than single attributes
50
Q

What are subgroups?

A

two or more group members who share multiple kinds of diversity with each other, not shared with the rest of the group

51
Q

What are the leadership implications of fault-lines for team staffing?

A
  • Create groups where there are not strong fault lines that can divide people and create conflict
  • Work extra hard to integrate if subgroups

HEC: Diversity Management (6 decks)

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