In 6 studies, the authors examined the perception of dominance complementarity, which is the perception of a target as different from the self in terms of dominance. The authors argue that these perceptions are motivated by the desire for positive task relationships. Because dominance complementarity bodes well for task-oriented relationships, seeing dominance complementarity allows one to be optimistic about a work relationship. As evidence that perceptions of dominance complementarity are an instance of motivated perception, the authors show that complementary perceptions occur when participants think about or expect task-oriented relationships with the target and that perceptions of dominance complementarity are enhanced when individuals care about the task component of the relationship.

Despite efforts to dispel discrimination, workplace discrimination still occurs. We introduce two classes of identity management strategies individuals use to mitigate the negative consequences of discrimination: identity switching (i.e., deemphasizing target identities and recategorizing to a more positively valued identity) and identity redefinition (i.e., stereotype reassociation and regeneration). Organizations adopting a color-blind approach may make it more difficult for individuals to use identity switching because the policies deemphasize differences in social identities. In contrast, organizations adopting a multicultural approach may make it more difficult for individuals to use identity redefinition. Multicultural approaches, applied superficially, may celebrate group differences that might actually reinforce culturally dominant stereotypes. We explore the likelihood that individuals will adopt each strategy given these organizational approaches to diversity. We outline steps organizations can take to reduce the need for identity management strategies and to facilitate identity management when necessary.

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Results from two groups of biculturals (Hong Kong undergraduates, Chinese Americans) and a group of European Americans in two studies showed that in the presence of applicable cues of a culture, individuals with expert knowledge in the culture spontaneously make inferences about the culture's moral values, producing a Stroop-like effect. Although both biculturals and European Americans made spontaneous cultural inferences from American cultural cues, only biculturals made spontaneous inferences from Chinese cultural cues. Moreover, American-Chinese bicultural individuals can switch between correspondent cultural inferences from American and Chinese cultural cues numerous times within one experimental session. Implications on cultural adaptation and cultural competence are discussed.

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