ABSTRACT
Despite increases in the representation of men and women from diverse backgrounds in the contemporary American workforce, resistance to such diversity persists. Historically, this resistance has taken the form of overtly negative behaviors and explicit discrimination (e.g., refusal to hire or promote an individual on the basis of group membership). However, more recently, resistance to diversity in organizational contexts has taken a more subtle form involving more covert and interpersonal behaviors (e.g., increased interpersonal distance, decreased eye contact). Thus, resistance to diversity and its manifestation is a problem that has primarily changed from overt and obvious manifestations to more subtle and more complex forms (Dovidio & Gaertner, 2000; Hebl, Foster, Mannix, & Dovidio, 2002).
