structure of diversity within a team. The strength of a faultline indicates the level of similarity within potential subteams and its width the extent of dissimilarity between them. A group faultline depends on the compositional dynamics of multiple attributes that can potentially subdivide a group and they increase in strength as more attributes are highly correlated. For example, a mixed team of men and women would have an imaginary split between the two genders. When a team is in its initial stages of forming, members may use demographic traits, such as gender, to place themselves into a sub-team. If the team’s characteristics are highly correlated, faultlines become stronger, increasing the likelihood that sub-teams will develop. Faultlines, regardless of their origin, are likely to impair team functioning because individuals begin to create more interpersonal connections within the sub-team than with the team as a whole. In severe cases, the members of a sub-team may feel like the split is irreconcilable and break away completely from the team or organization. Demographic traits Team diversity refers to the distribution of personal attributes across members of an organizational work team. The diversity of member composition in organizational teams has generated considerable interest because of its theoretical and practical importance in the study of task-focused teams in organizations. One facet of these compositional attributes reflects demographic and work-related diversity among individuals, making it a relevant area for further understanding of inputs that affect team functioning, such as experimenting, admitting mistakes and seeking feedback. Diversity of age, gender, and race are considered to be the most important demographic factors resulting from team composition. Surface-level diversity reflects differences that are more readily observable (e.g., race, gender). Deep-level diversity reflects differences that are less visible (e.g., personality, values). The distinction between these two types of surface- and deep-level attributes is important because demographic attributes may not be as relevant to a team’s given task, but they shape members’ perceptions and behaviors. The effect of diversity on team outcomes is likely to depend on multiple factors. First, the effects of diversity probably depend on the nature of the team’s task. Second, the effects of diversity may depend on the particular outcomes studied. Research seems to suggest that diversity may have a positive effect on performance, but a more negative effect on behavioral outcomes, such as team member turnover. The inconsistency of the results of research on the impact of