By Arthur P. Brief
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Additional resources for Diversity at work
Bringing the firm back in: Stratification, segmentation, and the organization of work. American Sociological Review, 45, 737–765. Bazerman, M. H. (2003). Psychology in business schools. American Psychological Society, 16(5). Brief, A. , and Smith, A. N. (unpublished). Where the action is: Studying unfair discrimination and its causes in and around organizations. Brief, A. , Cohen, R. , and Vaslow, J. B. (2000). Just doing business: Modern racism and obedience to authority as 10 Dolly Chugh and Arthur P.
In short, without going in depth here, we note that it matters to look at both sides of the story. Understanding attitudes toward diversity So far, we have discussed individual psychological processes that result in consequences at the group level. In this mostly cognitive vein, people automatically act on unexamined processes and emotions: They fall prey to categorization effects, favor the ingroup, guard against the outgroup, and painfully, yet ineffectively, try to block their biases. However, humans are willful and agentic in another sense.
1987). The smaller the ratio, the more the target group embodies a coherent unit; therefore, categorized groups minimize within-group differences and maximize between-group differences. Further, normative fit requires that these differences, both within and between, align with the perceiver’s beliefs about the group in that context, that the group fits expectations, or socially shared meanings of those groups (Turner and Oakes, 1989). An interplay between comparative fit and normative fit processes guides stereotype construction.