BGA | BUSINESS IMPACT
‘Total assimilation may come at great psychological cost to immigrants’
this threat. That is, members of dominant groups are willing to tolerate some difference in the present, but only if they believe it will diminish over time. Increasing tolerance In light of this research, one might think it would be best for international students and immigrants to always assimilate as the best way to avoid conflict when interacting with members of their new country. Although my research shows that this would, indeed, reduce the discomfort felt by the native-born majority, we strongly recommend that individuals and organisations avoid this approach. As noted, some degree of assimilation will be necessary, but total assimilation will undermine diversity and inclusion goals and may come at great psychological cost to immigrants who feel attached to their identities. Furthermore, members of the majority group may still feel threatened by immigrants in other ways, like perceptions of increased competition over jobs and resources. Rather than sacrificing diversity to placate an anxious and privileged majority, efforts should be directed at increasing tolerance. Reminding members of the majority group that their ‘prototypicality’ is incidental, and that institutions are perpetually redefining themselves to better fit in a changing global market may be one way to reduce majority group resistance to change. Emphasising the value of diversity and inclusion for everyone may be another way to encourage members of majority groups to overcome their discomfort in welcoming international peers who retain, rather than shed, their unique backgrounds. Efforts to encourage inclusion will also need to be embraced and enacted by leadership. For immigrants, this may mean drawing attention to the often-subtle peer pressure that makes someone feel like their sense of belonging is conditional on assimilating. Employee resource groups where members of minority groups can talk about their experiences with those in a similar position can be beneficial as well. Mentorship programmes and town-hall meetings can ensure that communication is maintained and that any latent tensions are addressed before they lead to serious conflict. To ensure that the burden of responsibility does not fall entirely on new
starters, leadership should act quickly to create these structures if they do not exist already. None of the difficulties I’ve mentioned should dissuade anyone from choosing to study or work in another country. I genuinely believe that the experience offers unrivalled opportunities to grow knowledge, capabilities and cultural awareness. I also don’t want to suggest that intergroup conflict is inevitable, as many people will have wholly positive experiences studying or working abroad. However, given how commonplace intolerance still is, institutions should be ready to anticipate and address tensions that may emerge. I hope that international students moving on from their management programmes also remember the uniquely different perspective that they bring to organisations and the inherent added value that provides. It should not be forgotten, because it cannot be replaced.
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Felix Danbold is Assistant Professor in Organisations and Innovation at UCL School of Management. Previously, he was a Postdoctoral Research Scholar and Visiting Assistant Professor at NYU Stern School of Business. Danbold holds a PhD from UCLA, where he taught and conducted research in the Psychology Department and Anderson School of Management. For more information on this topic, please refer to the paper, ‘Welcome to Be Like Us: Expectations of Outgroup Assimilation Shape Dominant Group Resistance to Diversity’ by Felix Danbold and Yuen Huo [a Professor of psychology at UCLA], published in the Personality and Social Psychology Bulletin .
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