How Are Heterogeneous Groups Outperform Diverse Groups?

On the other hand, the information/decision making theory has quite a different vision of diversity. It claims that diverse group should overtake homogeneous groups as they usually outperform homogenous groups. According to the theory, heterogeneous groups have a wider range of task-oriented knowledge, skills and abilities that enrich the decision making process. These different experiences and opinions, built upon distinctive skills and knowledge, have beneficial effects on how the group interacts, discusses issues and finds solutions. Indeed the need to join differing point of views forces the group to work harder in convincing other members and to carefully process information. The way members communicate their viewpoints pushes them to debate on issues and think together to find solutions in order to reach consensus. These debates may stimulate group members to work harder with each other in order to find an adequate solution (Van Knippenberg et al., 2004). Therefore, according to this theory, members are more likely to put on more effort in order to reach consensus. Working harder is translated into creating group norms and
This applies especially to cultural diversity, as the high number of cultures diffused decreases the in and out group identities (Richard et al., 2004). Indeed groups with diverse cultures prone to involve different racial or gender groups (Richards et al., 2004). Following the self-categorization versus the decision making theories, some argue that diversity adversely affects group dynamics and its functioning but simultaneously contributes to group performance (Van Knippenberg et al., 2004). Nevertheless, since group relations and cohesiveness play a role in performance, it is rather difficult to assess whether diversity stimulates or inhibits