The study of diversity in the workplace has taken on new importance as changing economics prompt many companies to restructure themselves into flatter, more decentralized entities. The result is that today's corporations are built around groups that must find answers to novel and complicated business issues. These teams bring together diverse groups of people who incorporate a variety of backgrounds, ideas and personalities.
People tend to think of diversity as simply demographic, a matter of race, gender or age.
However, groups can be disparate in many ways. Diversity also is based on informational differences, reflecting a person's education and experience, and on values or goals that can influence what one perceives to be the mission of something as small as a single meeting or as large as a whole company. Diversity among employees can create better performance when it comes to creative tasks such as product development or cracking new markets. Managers have been trying to increase diversity to achieve the benefits of innovation and fresh ideas. Recently, Neale, with Gregory Northcraft of the University of Illinois and Karen Jehn of the University of Pennsylvania's Wharton School, studied the effects of each kind of diversity on group performance.