Diversity and collective intelligence is an issue in the marketing department. Companies want to reach a wide range of diverse customers, domestically and internationally, but don’t realize they need a diverse marketing team to be able to achieve that.
Woolley, A., Aggarwal, I., & Malone, T. (2015). Collective Intelligence and Group Performance. Current Directions in Psychological Science, 24(6), 420 –424. Retrieved from https://www.researchgate.net/publication/286512331_Collective_Intelligence_and_Group_Performance
The article Collective Intelligence and Group Performance is important to our blog because it gives a definition of what collective intelligence is and how it relates to diversity. Collective intelligence is the ability of a group to perform a wide variety of tasks. There are two influences on a group’s collective intelligence. The first is the groups composition. This is the makeup of team members. It is their skills, diversity and intelligence. There needs to be an intermediate level of cognitive diversity to enhance collective intelligence. Groups whose members are too similar to one another lack the variety of perspectives and skills needed to perform well on tasks. The second influence is group interaction. These are the structures, processes and the norms of a group. Group interaction regulates collective behavior by enhancing or distracting from the quality of coordination and collaboration which influences productivity. Collectively intelligent groups communicate more and participate more equally than other groups. These are important components to collective intelligence because it can be predicted by looking at how equally work contribution and communication are distributed. This article helps us define and explain what collective intelligence means in relation to marketing and diversity(cognitive). Furthermore, this article can help address the different types of diversity. We can compare the articles discussing diversity and discuss/address all aspects (cognitive, cultural, race, age, ideologies).
Vizard, S. (2016). “Lack of diversity means marketing no longer a destination industry.” Marketing Week (Online Edition), 7. Retrieved from http://search.ebscohost.com.ezproxy.library.wwu.edu/login.aspx?direct=true&db=bth&AN=112909140&site=ehost-live
This is an article by Sarah Vizard that is explaining the fact that marketing is no longer a destination industry because the field lacks diversity. This will be very useful in our blog because we want to focus on collective intelligence and diversity. There are many statistics stated in this reading that diversity is very low in marketing, and it is a known fact among everyone in the business industry. Marketing is also a degree/job that is seen as not a viable option for the new generation because of the lack of diversity in the workplace today, therefore marketing itself is not able to promote itself to its diverse potential customers. We can use this diversity in the workplace to create a change in marketing to reach more diverse customers and show that our company as a whole is diverse. This article will be used as a base to our blog showing that new generations are not wanting to go into marketing, making companies have low diversity. Lastly, this article may also act as a possible solution to the lack of diversity in the marketing industry.
The Competitive Advantage of Embracing Diversity. (2005). Leader to Leader, 2005(36), 61–62. https://doi.org/10.1002/ltl.130
In this article, the author talks about the changes in the world, and how in the next ten, twenty, and thirty plus years the current majority caucasian race will become the minority here in the United States. This article will definitely help our blog by making a note of the changes we’re experiencing and will experience. This article talks about how international trade is growing, and I believe we can tie in how different cultures and collective intelligence will bring profitable gains to a business who will invest in creating a diverse marketing team. These authors also note that there is “significant connection between top management team diversity and revenue growth over the period studied.” If top management can see a revenue growth, I believe any marketing team with a diverse crew will help a business grow exponentially.
Johns, P., & Doren, D. C. V. (2010). Competitive intelligence in service marketing. Marketing Intelligence & Planning, 28(5), 551–570. doi: 10.1108/02634501011066492
This is an insightful article about how collective, competitive, and organizational intelligence can give a business the edge it needs to survive in today’s unpredictable economy. Competition is the name of the game in business, and when many companies are competing for the same business, the need for accurate, relevant, and timely information regarding the implications of the business environment, competitors, and the organization itself can help position companies ahead of the pack. The successful use of competitive/collective intelligence allows a business to be knowledgeable and aware of what is happening in its environment, and therefore make more informed decisions and form the most efficient strategy for success. Overall, having accurate and timely information is key if you want your business to thrive; knowing your business environment and competition inside and out can help any organization stay ahead in the marketplace. That said, information alone is not enough, what’s most important is how the business utilizes the information and also getting to the info more quickly than the competition.
Savarese, D.(2017). Diversity as a Differentiator. ABA Banking Journal,109(3), 8.Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=122762928&site=ehost-live
The title of the article speaks for itself. In, “Diversity as a Differentiator”, the author, Dorothy Savarese quickly and effectively makes clear the benefits of a diverse workforce. Dorothy goes on to make the statement, “companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians. And companies in the top quartile for gender diversity are 15 percent more likely to have financial returns above their norm. Bottom line. ” This article will directly help us with our blog because it will allow us to show statistics of a business running on a multicultural and diversified workplace. If we can show the pros of diversity in the broader sense of business, we will surely be able to tie the undeniable success of diversity in marketing. The author concludes that segment of her article by saying, “becoming more diverse is not just the right thing to do; it’s good for business.”
Authors:
Nicholas Stottlemyre
Adam Warren
Avery Barton
Anna Kolbert
Charlie Rousso