a lack of team cohesion which starts with more surface-level identifying factors (see Group cohesiveness). However, there is evidence that this information usage trend is not linear but in fact parabolic. There is some research that indicates diverse groups have increased information-processing power that can result in a net gain of productivity. There is research that suggests that the negative effects can be mediated if teams are managed appropriately. Research in this vein suggests that diverse teams with negative outcomes related to such might not be suffering from diversity issues but from an overall management issue. This shifts the paradigm on how to approach these organizational questions in research, whether lab-based or in the field, because it shifts the focus back to an occupational psychology and effective management standpoint. Integration of the two perspectives The Categorization-Elaboration-Model integrates the two approaches on diversity and proposes the theory that the information/decision making and social categorization processes interact. Most importantly, the processes are not associated with particular dimensions of diversity (e.g. gender, functional backgrounds etc.). Hence, each dimension of diversity can elicit both the elaboration of information/decision-making as well as social categorization processes, which can again have either positive or negative effects on the team outputs (e.g. performance or innovation, see Input-Process-Output-Model). According to the theory, diverse teams need to elaborate their informational diversity and avoid intergroup biases in order to positively transform their diversity into effectiveness and innovation. Benefits and costs to teams Benefits Different types of diversity provide different benefits. To maximize the benefit of team diversity to organizations, the exact "benefit" that an organization desires must be specified. This can be in the form of combined output, individual output, process efficiency, or something else entirely. The benefits of diversity in teams is usually sourced from organizational behavior. This is because the benefits of different team structures have been mostly studied with the discrete purpose of increasing occupational output. Benefits may arise from differing perspectives of culture, age, experience or other disparate factors. Functional benefits With regard to productivity, putting together teammates with different occupational backgrounds and skillsets within a structured team process has been thought to find more creative and comprehensive solutions to problems. Often, organizations will require multiple specialist skillsets to solve a problem (this is especially true in fields like medicine or manufacturing). This is an example of where the need for a diverse team already exists, so