Tolerance: A Neglected Dimension in Diversity Training?

Gebert, Diether; Buengeler, Claudia; Heinitz, Kathrin

doi:10.5465/amle.2015.0252

Cited by 21 publications

(14 citation statements)

References 111 publications

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“…Majority groups often exhibit oversights in interpreting D&I practices, which leaders should emulate if they can also be conceptualised as a powerful group. When they believe that discrimination is not a prominent issue, majorities may show reactance and defensibility towards D&I initiatives (Brannon, Carter, Murdock-Perriera, & Higginbotham, 2018;Gebert, Buelenger, & Heinitz, 2017;Kaiser et al, 2013). This indicates that they interpret practices on a more surface level without dissecting their intentions or implications, whereas minorities are more invested and, indeed, more reliant on them.…”

Section: The Case For Biased Perceptions Of Justicementioning

confidence: 99%

The Leader Oversight Bias in Justice and Hypocrisy Evaluations of Organisational Diversity Practices

Efstratiou¹,

Marcinko

2021

Proceedings

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Misalignment in diversity and inclusion (D&I) occurs when organisations make claims that they do not uphold through their practices. In the present study, we probed a leader oversight bias which may lead to ignorance of misalignment and, consequently, lower perceptions of organisational hypocrisy. Through an online experiment, we randomly allocated 198 participants to the role of either a leader or non-leader in a fictional organisation. T-tests showed that leaders perceived their organisation as less hypocritical than non-leaders. This effect was sequentially mediated by anticipated justice following exposure to a gender diversity statement, and perceived justice following exposure to organisational practices. Contrary to our predictions, gender did not moderate this effect. Our results demonstrate that leaders may perceive their organisations as more just and less hypocritical even when this may not be the case, because they attempt to confirm their prior, more favourable justice anticipations. This research calls for establishing better cross-hierarchical communication structures in organisations and for more effective management of leadership oversights.Future studies can examine this bias in field settings and isolate its driving mechanisms.

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Section: The Case For Biased Perceptions Of Justicementioning

confidence: 99%

The Leader Oversight Bias in Justice and Hypocrisy Evaluations of Organisational Diversity Practices

Efstratiou¹,

Marcinko

2021

Proceedings

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“…These ideas are visualized in Figure . An interesting conclusion is that the influence of moderators that impinge on intergroup bias (e.g., awareness training) or information elaboration (e.g., task type, task interdependence) is contingent upon the diversity mindsets of the members of a group or organization (e.g., Gebert, Buengeler, & Heinitz, ; Sanchez & Medkik, ). If positive diversity mindsets exist, interventions based on such moderators have a greater likelihood of success.…”

Section: Building Effective Diversity Interventions: the Crucial Rolementioning

confidence: 99%

Dealing with diversity in workgroups: Preventing problems and promoting potential

Homan

2019

Social & Personality Psych

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Diversity is a popular topic among academics and practitioners alike. It is also a topic that is surrounded with controversies and passionate opinions. This makes understanding the ambiguous consequences of diversity a highly interesting and puzzling endeavor. To facilitate understanding of diversity's effects in workgroups, I present an overview of the state-of-the-art in diversity research and discuss the potential problems and benefits that are associated with group diversity. Moreover, I discuss how research on diversity interventions uses this problems versus potential approach to distinguish moderators of diversity's effects. Based on this overview, I argue that similar to the importance of contingencies for predicting diversity's effects, contingencies also play a crucial role in predicting the effectiveness of diversity interventions. As such, the current overview stresses the lack of main effects of both diversity and diversity interventions. Finally, I discuss recent work illustrating these contingencies and conclude that positive diversity mindsets-favorable mental representations of group diversity-are a necessary prerequisite to prevent problems and promote potential of group diversity. ---This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

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“…Não há como prever a resposta que um indivíduo produzirá frente ao estresse. A reação ao estresse dependerá diretamente do indivíduo, do modo como este lida e significa o mundo em que vive, bem como com as variáveis do contexto (Gebert;Buengeler;Henitz, 2017).…”

Section: Risco Adversidade E Estresseunclassified

“…As políticas, práticas e os discursos organizacionais, assim como o comportamento e as atitudes dos colegas de trabalho, são os fatores de maior impacto, seguidos pela legislação nacional, para que os empregados homossexuais percebam a existência de práticas discriminatórias no ambiente de trabalho (Gebert;Buengeler;Henitz, 2017).…”

Section: Discriminação No Ambiente De Trabalhounclassified

“…No ambiente organizacional, o incrustamento de valores heterocêntricos resultou em práticas discriminatórias contra as lésbicas, gays, bissexuais, travestis e transgêneros (Lgbtt) no que tange a salários e benefícios (Irigaray, 2013), bem como na probabilidade de que estes sejam alvo de agressões físicas ou verbais (Gebert;Buengeler;Henitz, 2017).…”

Section: Introductionunclassified

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Resiliência, Orientação Sexual E Ambiente De Trabalho: Uma Conversa Possível?

Irígaray¹,

Goldschmidt²,

Queiroz³

2017

RGSA

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RESUMOO objetivo desta pesquisa foi discutir as estratégias de sobrevivências dos homossexuais masculinos, nos ambientes de trabalho, à luz dos conceitos de resiliência e adaptabilidade. Para tal, conduzimos uma pesquisa empírica, na qual observamos o cotidiano de diversas empresas, Rio de Janeiro e São Paulo, entrevistamos individualmente alguns de seus empregados homossexuais masculinos e, também, realizamos um grupo de foco. Estes relatos, anotações e entrevistas foram transcritos e submetidos à análise do discurso. Ficou evidente que os indivíduos em questão demonstraram, por meio de suas narrativas, adotarem comportamentos convergentes com a denominada "resiliência performativa". No limite, tais profissionais buscam adotar comportamentos que os tornem conformes e aceitos perante as normas sociais vigentes; todavia, esta estratégia de sobrevivência resulta em custos psicológicos. Tais custos se traduzem nos esforços que precisam realizar para superar situações de estresse recorrentes em suas vidas, advindas de possível discriminação ou preconceito -real, iminente ou meramente percebido. Há indícios de que estes indivíduos se mantêm ajustados socialmente, bem como sejam superficialmente adaptados, mas que, em contraponto, ainda vivam em angústia ou omissão. O tornar-se resiliente e adaptável nesse caso se faz com possíveis prejuízos à saúde psicológica e ao desempenho profissional desse grupo. Palavras-chave:Adaptabilidade; Discriminação; Orientação sexual; Resiliência. RESILIENCE, SEXUAL ORIENTATION, AND WORK ENVIRONMENT: A POSSIBLE CONVERSATION? ABSTRACTThe objective of this research was to discuss the survival strategies of male homosexuals in the workplace in the light of the concepts of resilience and adaptability. Thus, we conducted an empirical research, in which we observed the daily life of several companies in Rio de Janeiro and São Paulo. We interviewed some of their male homosexual employees, and also performed a focus group. These reports, notes and interviews were transcribed and submitted to discourse analysis. It was evident that the individuals demonstrated, through their narratives, behaviors convergent with the so-called "performative resilience". At the limit, these professionals seek to adopt behaviors that make them to accept the current social norms; however, this survival strategy results in psychological. These costs translate into the efforts they need to make to overcome recurrent stress in their lives, arising from possible discrimination or prejudice -real, imminent or merely perceived. There are indications that these individuals remain socially adjusted, as well as superficially adapted, but that they still live in anguish or omission. Becoming resilient and adaptable is important, with possible harm to the psychological health and the professional performance of the group.

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Tolerance: A Neglected Dimension in Diversity Training?

Cited by 21 publications

References 111 publications

The Leader Oversight Bias in Justice and Hypocrisy Evaluations of Organisational Diversity Practices

The Leader Oversight Bias in Justice and Hypocrisy Evaluations of Organisational Diversity Practices

Dealing with diversity in workgroups: Preventing problems and promoting potential

Resiliência, Orientação Sexual E Ambiente De Trabalho: Uma Conversa Possível?

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