Article Commentary: The importance of organizational communications in employees’ responses to diversity practices

Abstract

In “Synergy From Diversity: Managing Team Diversity to Enhance Performance,” Daan van Knippenberg, Lisa H. Nishii, and David J. G. Dwertmann observe that misalignment between diversity theory and actual diversity management practices often prevents organizations from achieving the systematic performance benefits diversity can bring.1 Whereas theory on diversity emphasizes the preconditions required to create synergy in groups that are diverse, diversity management practices have largely addressed legal concerns relating to discrimination and are rarely designed to promote the creative integration of diverse ideas. The authors suggest several helpful actions policymakers can take to increase synergy from diversity. These include developing specific procedures that spur teams to integrate diverse information and perspectives, leveraging the role of team leaders, establishing accountability structures for meeting diversity objectives, and implementing bundles of aligned practices. To those suggestions, I add two others, relating to the way organizations communicate about diversity practices.