Diversity refers to many different things. It refers to differences in gender, race, ethnicity and religion. Alternatively, it refers to people with differing professional backgrounds or personality styles. Often, diverse teams are managed in a way that supports and maintains a spirit of clubbiness, of "in-groups" and "out-groups" and of "haves" and "have nots". For those in the "in crowd", there may be a sense of community and intimacy. For those in the "out crowd" however, there may be a sense of isolation, loneliness and even bitterness. Such a structure is not fully productive for everyone involved. For those who are a part of the "in crowd," there is always the inherent threat of a fall from grace and an awareness of the impact of such a fall.

For those in the "out crowd," isolation may make it harder for them to produce their best work. This is true for many reasons. First, if they truly understood the mores and norms of the group, they would, by definition, be part of the "in crowd." As outsiders, they may not always, "get it." For the insiders, a friendly colleague would provide the "inside scoop," outsiders may be left on their own to make gaffs. Second, being on the inside track makes it easier to collaborate with other colleagues and to expose strengths and weaknesses. Strengths can be supported and developed and the weaknesses can be rectified.

Those on the outside tend to be more guarded because they often do not have ready access to mentors and social networks. Being on the inside means having more contact with others. Being on the outside means having less of an opportunity to learn from the experiences of others.

So, why manage diverse teams for competitive advantage? To the extent to which the work community is enfranchising, employees are likely to feel more invested, more committed and more likely to try their best. Moreover, employees who feel a sense of community are more likely to enjoy working together.

How can diverse teams be managed for competitive advantage? Start by not assuming that everyone knows the mores and norms of your particular work place. Make the mores, norms and expectations very explicit -- verbally and in writing. Make expectations very clear. Create teams where people of diverse backgrounds must collaborate and provide rewards for successful outcomes. Create multiple contexts for mentoring and, reward the mentors for successful outcomes. Create timely and direct situations for positive and negative feedback. In this way, people will know when they are off the track and when they are on it. If there is already a considerable amount of non-inclusive socializing, develop work-based opportunities for socializing - that includes the entire group. Lastly, reward inclusivity in every way.