Ep 34 The Dark Side of Similarity and How Hiring for “Likeness” Can Hurt Team Success

In this episode of Management Muse, hosts Cindi Baldi and Geoffrey Tumlin explore the dark side of similarity and its surprising impact on team dynamics and workplace culture. They reveal how hiring for similarity can sometimes backfire, creating unexpected obstacles to growth, trust, and innovation. Through thought-provoking insights and real-world examples, Cindi and Geoff unpack the importance of balancing shared values with diverse perspectives to drive creativity and problem-solving.

Tune in to this episode to learn how to build a culture that thrives on both unity and diversity, setting the stage for organizational growth and resilience.

 

Episode Highlights:

• The unexpected ways similarity can create conflict within teams.
• How social identity and psychological group membership influence behavior.
• The benefits of prioritizing value-based similarity over surface-level traits.
• Real-life examples of how diversity in experience can help solve problems and spark innovation.
• Practical advice for leaders on balancing diversity and similarity to cultivate a thriving work environment.

 

Resources:

• Kacmar, K. Michele, et al. "Surface-level actual similarity vs. deep-level perceived similarity: Predicting leader-member exchange agreement." Journal of Behavioral and Applied Management 10.3 (2009): 315.
• Guillaume, Yves RF, Felix C. Brodbeck, and Michael Riketta. "Surface‐and deep‐level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: A meta‐analytic integration." Journal of Occupational and Organizational Psychology 85.1 (2012): 80-115.
• Negative effect of similarity. Thompson, Maryah E., "Black Sheep Effects on Juror Verdicts" (2018). Theses and Dissertations. 369. https://csuepress.columbusstate.edu/theses_dissertations/369
• Haslam, S. Alexander, Stephen D. Reicher, and Katherine J. Reynolds. "Identity, influence, and change: Rediscovering John Turner's vision for social psychology." British Journal of Social Psychology 51.2 (2012): 201-218. 

 

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