Workplace diversity no longer merely denotes the color of one’s skin in the workplace, but rather implies the range of differences belonging to the people of an organization. Differences in race, gender, ethnicity, age, education, place of birth, tenure, position within the organization, religion, family background, sexual orientation, cognitive style, and more affect how individuals perceive themselves and others. When individuals come together on a team, these perceptions influence interactions and propose a challenge to organizational communications, performance, and ability to adapt to change.
While one might assume that a homogeneous team would consistently outperform one filled with diversity, it is quite the opposite. In fact, McKinsey & Company found in their 2015 Diversity Matters project that “companies in the top quartile for gender diversity were 15 percent more likely to have financial returns that were above their national industry median, and the companies in the top quartile for racial (and) ethnic diversity were 35 percent more likely.”