Page 112 - Discrimination at Work The Psychological and Organizational Bases

THOMAS AND CHROBOT-MASON
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addition, being blind to social and group identities may promote preju­
dice rather than discourage it. Konrad & Linnehan (1995) found organiza­
tions with identity-blind selection procedures were less effective in their
diversity efforts than those organizations with diversity conscious strate­
gies, whereas organizations with identity-conscious structures had minor­
ity groups with lower employment status (Konrad & Linnehan, 1995).
The authors conclude "... that identity-conscious structures are needed
to ameliorate the biases of decision makers and reward systems in order to
foster improvement in employment statistics" (p. 807). In addition, these
researchers found that organizations with poor employment statistics for
people of color were most likely to undergo EEO-AA related lawsuits (Kon­
rad & Linnehan, 1995). In addition to reinforcing the inherent group-based
bias that employees bring into their organization, an organizational ideal
of color-blindness can also foster group-based discrimination (Schofield,
1986).
Color-blindness is a myth; it is impossible not to notice another per-
son's race or gender, especially when they are in the numeric minority
(Kanter, 1977). Rather than creating a context of fairness and equality, the
American myth of color-blindness makes race a taboo thus discouraging
dialogues about how the intersection of race (and other sources of dif­
ference such as gender) and power in organizations disadvantage some
groups. Color-blind ideals also help to create work environments in which
one has the individual freedom to engage in group-based discrimination
without fear of being suspected of prejudice or punished (Thomas, Mack,
Montagliani, 2004). For example, in two experiments, Brief, Dietz, Cohen,
Pugh, & Vaslow (2000) found that modern racists feel free to discriminate
against Blacks when those in authority provide them with an acceptable
forum for doing so. Unlike previous forms of overt and hostile prejudice,
modern racism (McConahay, 1986) refers to subtle acts of prejudice that
are shaped by a modern societal value system in which overt forms of
racism are viewed as bad. Modern racists therefore require a justification,
such as orders from one's superior, to act upon their negative racial atti­
tudes.
In these ways, recategorization may perpetuate the myth of color-
blindness and its negative consequences. Brewer & Miller (1996) also
cautioned that the adoption of a superordinate identity is likely only a
short-term solution for intergroup tensions. Subcategorization involves
creating a context of cooperation in which multiple social identities can
coexist constructively. To create this context, ground rules for social inter­
action that preserve social identities while encouraging cooperation must
be established. The development of an organizational culture that values
diversity and that views it as a strategic opportunity is a subcategorization