David A. Thomas

Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes:

This paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, we identified three different perspectives on workforce diversity: the integration-and-learning perspective, the access-and-legitimacy perspective, and the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of their racial identity at work. These, in turn, had implications for how well the work group and its members functioned. All three perspectives on diversity had been successful in motivating managers to diversify their staffs, but only the integration-and-learning perspective provided the rationale and guidance needed to achieve sustained benefits from diversity. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, our research helps to explain mixed results on the relationship between cultural diversity and work group outcomes.

Racial Diversity, Racial Asymmetries, and Team Learning Environment: Effects on Performance

This paper argues that learning in cross-race interactions is critical for work teams to realize performance benefits from racial diversity but that diversity is a liability when society’s negative stereotypes about racial minorities’ competence inhibit such interactions. We analyze two years of data from 496 retail bank branches to investigate racial asymmetries in the dynamics of team learning and their impact on the link between diversity and bottom-line performance. As expected, minorities’ negative assessments of their team’s learning environment precipitate a negative relationship between diversity and performance, irrespective of White teammates’ assessments; only when both groups view the team’s learning environment as supportive—implying that the team has successfully countered the negative effects of societal stereotypes on cross-race learning—is the relationship positive. We conclude that acknowledging the impact of societal asymmetries between racial groups, especially in regard to learning, can reorient research about the link between identity-group-based diversity and performance.

A Positive Approach to Studying Diversity in Organizations

In this article, we distinguish between positive findings in diversity research and a positive approach to studying diversity. We first review and integrate research on diversity from organizational behavior, social psychology and sociology from 1998-2010 that has already documented positive findings in relation to diversity. We discuss this research using two broad categories: (1) What is positively affected by diversity? (Positive for what)? This category consists of research that has shown instances of intergroup equality, positive intergroup relations and the high performance of diverse groups. (2) When is diversity positive (Positive when)? This category describes organizational and individual level conditions under which intergroup outcomes, relations and group performance are positive. Second, we discuss a positive approach to studying diversity and describe some examples of organizational scholarship that has taken such an approach. We also discuss some of the limitations of taking a positive approach to diversity and propose some ways in which diversity scholars interested in taking a positive approach can overcome these limitations. By illuminating both positive findings in diversity research and a positive approach to studying diversity, we hope to spark more research that examines the beneficial and empowering aspects of difference for individuals and groups in organizations.

Reversing the Queue: Performance, Legitimacy, and Minority Hiring

Studies of minority hiring have found that poor-performing firms or firms in highly competitive contexts are more likely to hire minority candidates. However, most work has examined hiring for entry and mid-level positions, not senior management. Management positions differ in terms of the amount of uncertainty in identifying candidates qualified for the job; in the intensity of external evaluations of both managerial and firm performance; and in the level of accountability for that performance. Furthermore, the influence of senior minority managers on hiring practices may differ substantially, depending on where a manager sits in the firm’s hierarchy. Examining hiring practices on coaching staffs of teams in America’s National Football League, from 1970-2007, we find that better-performing teams are less likely to hire minorities to fill lower-level and mid-level coaching positions (as predicted by prior literature on labor queues), but that such teams are more likely to hire minorities into leadership positions. We also find that minority head coaches hire more minorities for subordinate coaching jobs, but that the presence of a minority offensive or defensive coordinator (with a white head coach) is a significant, negative predictor of minority hiring in junior and mid-level positions.

North American Eagle F-104 Jet Car Land Speed Record High-Speed Parachute System

This paper describes the design, development and successful flight testing of a prototype high speed conical ribbon parachute system for the North American Eagle F-104 jet car in the quest to achieve 800 mph to break the Land Speed Record. This prototype conical ribbon parachute system was designed from scratch, and fabricated from readily available unconventional materials by the primary author. This parachute system was successfully deployed and flight tested with high speed test runs on the El Mirage dry lake bed in June 2008. Further high speed parachute deployment testing conducted in 2009 further expands the parachute deployment envelope to fully flight qualify it for the world record speed runs. This parachute system constructed of nylon and Kevlar materials is designed to handle the high internal material stresses when deployed at the upper limit of 800 mph. Complete technical design analysis documentation supports calculations to verify the structural integrity of this parachute system. These parachutes will be the fastest parachutes on the surface of the Earth when deployed for the actual land speed record runs, and will play a part in achieving a new supersonic Land Speed Record.