W.P. No. 2015-03-34
Page No. 14
apart in order to feel unique. And on the other hand, when they feel too different from group members, they feel they don‟t belong and may try to assimilate and become more similar. Individuals can vary in their experience of exclusion or inclusion depending on the degree of uniqueness and belongingness experienced. When both uniqueness and belongingness needs are met, the individual experiences inclusion. This happens when the individual is treated as an insider and also allowed or encouraged to retain their uniqueness. On the other end of the inclusion spectrum, is exclusion, where individuals experience both low belongingness and low uniqueness. That is when an individual is not treated as an insider and others in the group are more valued or included. When there is high belongingness but low value in uniqueness, state of assimilation exists. This is when the individual is treated as an insider in the work group only when they conform to organizational or dominant culture norms and downplay their uniqueness. On the other hand, where there is high value in uniqueness and low belongingness, the state of differentiation exists. Under this condition, the individual is not treated as an organizational insider but their unique characteristics are seen as valuable and required by the organization or work group. The above can be represented in a two by two matrix as shown in Figure 1 below.
Differentiation
Outsider OK to be different BUT Minority feels alienated/stereotyped
Inclusion
Insider and OK to be different
Exclusion
Outsider and Need to fit in
Assimilation/ Blending
Minority feels need to conform, only accepted if you look/talk/think like me
Figure 1: Conceptualization of exclusion-inclusion based on uniqueness and belongingness Adapted) Need for Uniqueness Need for Belongingness Low High Low High
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