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Introduction
Many companies are trying to adhere to the principles of diversity in the workplace, as it helps to bring new ideas into the activity and meets the rules of ethical attitude to co-workers of different races, genders, etc. Even though diversity is already becoming commonplace, the stereotypical mindset of some colleagues toward others remains the same. Stereotypes generate a confident attitude of colleagues toward each other, and often these relationships are negative rather than positive, which leads to inevitable consequences. Nevertheless, diversity takes place in the workplace and is divided into two levels: surface diversity and deep. Although these types of varieties differ precisely in their depth, they still have some similarities.
Main body
Diversity on the surface level is that it shows the characteristics of people that are visible to everyone around. These include gender, race, external features of people, and others. At a deep level, diversity is the characteristics of people that cannot be seen but can only be learned over time. A deep level of diversity includes thoughts, values, and beliefs, that is, what has a significant impact on peoples behavior (Williams, 2019). Stereotypes are often formed based on diversity, the signs of which lie on the surface, that is, they are apparent. It is more difficult to subject an employee to specific stereotyping based on deep signs since it takes time to detect this stereotype.
That is, the differences lie precisely in the fact that it is more challenging to identify diversity at a deep level than at a superficial level. In addition, diversity at a deep level, as opposed to a superficial one, can be measured, for example, by analyzing the decision-making methods of employees or other available tools (Franklin & Woodward, 2019). Another significant difference is that diversity at the surface level does not affect the effectiveness of the teams work, while deep variety can make the team successful. Thus, it is imperative to distinguish diversity at the surface level from diversity at the deep level since they may not have a relationship.
The similarity naturally lies in the fact that both levels are inherent in diversity and can complement each other. Every type of diversity plays a significant role in creating an effective working environment, and therefore attention should be paid to each of these levels (Jansen & Searle, 2021). Each level of diversity gives an understanding that it is imperative to treat all people equally positively, even though everyone is different, and each person has their peculiarity.
Diversity is also encouraged in the Bible, for example, the Book of James 2 demonstrates the example of a poor and wealthy person to indicate to people that it is necessary to treat everyone equally regardless of characteristics. The message of James 2 is that choosing in favor of people of higher status and belittling people with low incomes and poorly dressed is sinful, and it is necessary to treat all people with respect. Discrimination and stereotyping in a negative way are a sin that needs to be eradicated, as it brings discord not only between employees but also brings negative consequences for human hearts and thoughts.
Conclusion
In conclusion, diversity at the surface level consists of visible signs such as age, gender, race, etc. Diversity at a deep level demonstrates the difference in views, thoughts, beliefs, and values. These types of diversity have their similarities and differences, and each of them can occur in modern times in the workplace. It is imperative not to evaluate people by their appearance and subject them to stereotypical thinking since all people are different and should be equally considered by others.
References
Franklin, A., & Woodward, B. (2019). The effects of surface-level diversity compared to deep-level diversity. In Proceedings of the 20th Annual SIG Conference on Information Technology Education (pp. 155-155). Web.
Jansen, A. E., & Searle, B. J. (2021). Diverse effects of team diversity: a review and framework of surface and deep-level diversity. Personnel Review, 50(9), 1838-1853. Web.
Williams, C. (2019). MGMT11: principles of management (11th ed.). Boston, MA: Cengage.
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