Maximizing the Gains and Minimizing the Pains of Diversity: A Policy Perspective.

Empirical evidence reveals that diversity-heterogeneity in race, culture, gender, etc.-has material benefits for organizations, communities, and nations. However, because diversity can also incite detrimental forms of conflict and resentment, its benefits are not always realized. Drawing on research from multiple disciplines, this article offers recommendations for how best to harness the benefits of diversity. First, we highlight how two forms of diversity-the diversity present in groups, communities, and nations, and the diversity acquired by individuals through their personal experiences (e.g., living abroad)-enable effective decision making, innovation, and economic growth by promoting deeper information processing and complex thinking. Second, we identify methods to remove barriers that limit the amount of diversity and opportunity in organizations. Third, we describe practices, including inclusive multiculturalism and perspective taking, that can help manage diversity without engendering resistance. Finally, we propose a number of policies that can maximize the gains and minimize the pains of diversity.

In the worst rather than the best of times: effects of salient intergroup ideology in threatening intergroup interactions.

Three studies demonstrated that a salient multicultural ideology increases hostile treatment of threatening outgroup interaction partners. The effect of multiculturalism on hostile behavior was evident regardless of whether threat was operationalized in terms of disagreement with an outgroup partner on important social issues (Studies 1 and 3) or rejection by the partner (Study 2). Moreover, the results clearly point to the learning orientation fostered by multiculturalism--as opposed to other factors such as enhanced other-focus, group-level attributions, or focus on differences--as the critical mediator of its effect on hostile behavior under threat. Thus, it appears that multiculturalism enhances the expression of hostility because it prompts individuals to really engage with and attach meaning and importance to threatening behaviors exhibited by outgroup members. The effects of multiculturalism were distinct from those of anti-racism and color-blindness, which set in motion processes that in many respects are directly opposite to those instantiated by multiculturalism. The findings highlight that the behavioral implications of multiculturalism may be quite different in conflictual interactions than they have previously been demonstrated to be in less threatening exchanges.

Salient intergroup ideology and intergroup interaction.

Two experiments examined how rendering different intergroup ideologies salient affects dominant- and minority-group members' behavior during, and experience of, intergroup interactions. We hypothesized that ideologies that encourage an outward focus on appreciating out-group members' distinctive qualities (multiculturalism) would have more positive implications than ideologies that encourage a self-control focus on ignoring social categories and avoiding inappropriate behavior (color blindness and antiracism). As predicted, in both ostensible (Study 1) and actual face-to-face (Study 2) intergroup interactions, the multicultural ideological prompt led dominant- and minority-group members to adopt a more outward focus and hence to direct more positive other-directed comments to an interaction partner who was a member of an out-group. In contrast, the color-blind prompt fostered a prevention orientation in dominant-group members that led them to express negative affect toward their out-group interaction partner. The antiracist prompt had no consistent effects. Implications for efforts to improve intergroup relations are discussed.

When trying to understand detracts from trying to behave: effects of perspective taking in intergroup interaction.

Four studies demonstrate that perspective taking can backfire in intergroup interaction, leading lower prejudice individuals to treat an outgroup member less positively than they do when they adopt alternative mind-sets; for higher prejudice individuals, perspective taking instead had a positive, albeit less consistent, effect on behavior. The net result was behavior disruption, whereby individuals' treatment of an outgroup member became incongruent with their inner attitudes. This disruption effect was evident for cognitive and affective forms of perspective taking, in ostensible and real face-to-face intergroup interactions, and for feelings of happiness experienced by individuals' interaction partner as well as outside observers' behavior assessments. Results further suggested that self-regulatory effort mediated the effect of perspective taking on intergroup interaction behavior, with the negative consequences of perspective taking for lower prejudice individuals' behavior appearing to stem from complacency rather than trying too hard. Overall, the findings reveal that perspective taking rather than self-focus accounts for the cognitive resource depletion and behavior disruption effects previously demonstrated to stem from evaluative concern in intergroup interaction and indicate that perspective taking may be more reliably helpful outside of intergroup interaction situations than within them.

Helpful only in the abstract?

This study tested the hypothesis that empathizing with out-group members is beneficial outside of, but not within, intergroup-contact situations. We predicted that in the context of intergroup interaction, the potential for evaluation would lead individuals' perspective-taking efforts to take on an egocentric and counterproductive flavor. As predicted, when empathy was instantiated during an intergroup exchange, it failed to exert its usual positive effect on intergroup attitudes and led higher-prejudice individuals to derogate an out-group member who was an interaction partner; empathy also blocked the prejudice-reducing influence of intergroup contact. Mediation analyses indicated that activation of negative metastereotypes regarding the out-group's view of the in-group accounted for these effects. The findings, which demonstrate ironic effects of empathy in intergroup interaction, indicate that interventions based on studies of individuals' reactions to out-group members in the abstract might have dramatically different consequences when put into practice in real exchanges between members of different groups.