Page 108 - Discrimination at Work The Psychological and Organizational Bases

78
Vianen, 2001; Jehn, 1995; Rahim, 2001). Alternatively, task conflict may
improve workgroup performance because it encourages a broader under­
standing of the issues and exploration of alternative solutions (Jehn, 1997;
Pelled, Eisenhardt, & Xin, 1999). THOMAS AND CHROBOT-MASON
Conflict Triggers Researchers are really just beginning to theorize about
and examine the complex nature of identity-based conflicts in organiza­
tions. Proudford and Smith (2003) proposed that both interpersonal and in­
tergroup interactions create complex dynamics in the workplace, involving
multiple layers of difference that exist among organizational members. Fur­
thermore, they suggest that conflicts among heterogeneous groups must
be viewed as dynamic rather than static, as group and personal identities
become more or less salient and the focus of the conflict shifts. Identity-
based conflict may emerge when some organizational event or issue serves
to trigger a conflict and polarize members along group lines including gen­
der, race, ethnic, religious, or function, as examples.
Lau and Murnighan (1998) drew an analogy between geological fault-
lines in the Earth's crust and social identity faultlines that exist in the
organizational context that may become activated and trigger otherwise
dormant intergroup conflict. They defined group faultlines as "hypothet­
ical dividing lines that may split a group into subgroups based on one or
more attributes" (Lau & Murnighan, 1998, p. 328). The importance of such
attributes may go unnoticed until some external force reveals their im­
portance and relevance to understanding and interpreting a specific event
or workplace issue. For example, a gender faultline may divide an orga­
nizational group based on male and female subgroups. The salience of
gender as a subgroup may be minimal until the issue of sexual harassment
emerges and serves to activate group membership along gender lines and
create a visible "crack" or fissure within the workgroup. Conditions for
prejudice may flourish when group composition serves to activate fault-
lines or when social/demographic categorizations equate to organizational
subcategories. For example, Brewer (1995) argued that discrimination may
be exacerbated in organizations when executives are White males, clerical
staff are females, and assembly line workers are Black.
The Cycle of Conflict Among Groups

Intergroup conflict based on social identity membership will likely result in
prejudice, discrimination, and bias in the workplace. Likewise, stereotypes
and prejudicial attitudes formed outside of the organizational context are
likely to emerge and fuel intergroup conflicts within the workplace. Thus,
group conflict and discrimination may both be viewed as cause and con­
sequence. The cyclical nature of this interaction has been discussed within
the context of the theory of intergroup anxiety. Stephan and Stephan (1985)