Emich, Kyle J.Vincent, Lynne C.2023-08-252023-08-252019-11-03Emich, Kyle J., and Lynne C. Vincent. “Shifting Focus: The Influence of Affective Diversity on Team Creativity.” Organizational Behavior and Human Decision Processes 156 (2020): 24–37. https://doi.org/10.1016/j.obhdp.2019.10.002.1095-9920https://udspace.udel.edu/handle/19716/33277This article was originally published in Organizational Behavior and Human Decision Processes. The version of record is available at: https://doi.org/10.1016/j.obhdp.2019.10.002. © 2020. This manuscript version is made available under the CC-BY-NC-ND 4.0 license https://creativecommons.org/licenses/by-nc-nd/4.0/. This article will be embargoed until 11/03/2022.We propose and test a theory of how diversity in a team’s initial affective composition impacts its creativity by examining how team members’ qualitatively different affective states converge to influence their team’s creative process and outcomes. Three studies involving 1625 participants on 427 teams support an activation-regulatory focus explanation. Team members experiencing activated promotion-focused affect – whether positive (e.g. happiness) or negative (e.g. anger) – tend to focus their teams on idea generation, resulting in the selection of more novel ideas. Alternatively, team members experiencing activated prevention-focused affect (e.g. tension, fear) shift their teams toward idea selection, resulting in reduced idea novelty. When multiple affective states exist within the same team, more activated states dominate the creative process. Prevention-focused states also tend to dominate promotion-focused states with a few exceptions. We discuss our findings in terms of their implications for the study of team creativity and affective convergence and divergence in teams.en-USaffective diversityteam creativityregulatory focusidea generation and selectionArticle