The challenge of leading on unstable ground: Triggers that activate social identity faultlines

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Cracking but not Breaking: Joint Effects of Faultline Strength and Diversity Climate on Loyal Behavior (2015, background): “Intergroup biases are more likely to influence job behaviors in work contexts that draw attention to group memberships, elicit social comparisons, and heighten the salience of intergroup differences (Chrobot-Mason et al., 2009; Ely & Thomas, 2001; Turner et al., 1994).”
Group Faultlines (2012, background): “A recent multicountry, multiorganization qualitative study by Chrobot-Mason et al. (2009) found that most faultline triggers could be described as one of the following five types: differential treatment, different values, assimilation, insult or humiliating action, or simple contact.”
Managerial Gender Diversity and Firm Performance (2016, unknown): “7 The formation of in-groups and out-groups has been associated with dysfunctional conflict, distrust, and reduced communication across subgroups (Chrobot-Mason et al., 2009; Li & Hambrick, 2005).”
When do interprofessional teams succeed? Investigating the moderating roles of team and professional identity in interprofessional effectiveness (2011, background): “Events likely to trigger identity threat, such as insult or assimilation, have been found to trigger diversity faultlines (Chrobot-Mason et al., 2009), defined as”