Emerson recognized and celebrated the unique beauty of each individual. Diversity consultants Frederick Miller and Judith Katz (2002) note that while on some level we are all alike as humans, we are like some others who share similar culture and experience, and finally, we are unique and like no other. Understanding individuals—ourselves and others—is crucial for members of a high-performing team since problematic interpersonal issues are destructive. Without that understanding, we are apt to think that others feel and respond as we do and if they do not something is wrong with them. Even if we have a clear handle on ourselves—our values, attitudes, and emotions—we may not understand how we impact others. Once we understand how we impact others, we might want to modify our behavior.
The importance of the tri-lens of overlapping personal, social, and cultural identities that members bring to a team was discussed in Chapter 1. The previous chapter looked at how that unique beauty is shaped by an individual’s culture; in this chapter we will look at the impact of membership in social identity groups, and unique aspects which influence individual behavior: personality and multiple intelligences. Models for personal change are presented. It is beyond the scope of this chapter to discuss other aspects that influence individual behavior such as motivation, skills and experience, and learning style.
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Halverson, C.B. (2008). Social Identity Group and Individual Behavior. In: Halverson, C.B., Tirmizi, S.A. (eds) Effective Multicultural Teams: Theory and Practice. Advances in Group Decision and Negotiation, vol 3. Springer, Dordrecht. https://doi.org/10.1007/978-1-4020-6957-4_3
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