Cognitive Diversity at Work: Retro or Cutting-Edge?

Have you ever thought that each day, as we walk through the street, a massive human diversity unfurls before us? A mosaic of faces, heights, ages, voices, hair colors(...) the list goes on. And beneath this so ‘’in-your-face’’ diversity, hides even a slightly more concealed type of diversity: our minds. You might think that once you step off the street and into the office, the people you encounter here will be similar to you. After all, you share specializations, concerns, goals, or perhaps even the exact same job title. You are part of the same tribe, so to speak. And here is the moment, I'd like to pause and discuss something for a bit.

■The organization as a tribe 

Give yourself 5 minutes while you sip your coffee, wine or tea, to take into account something you may not have thought about for a long time, or ever: the tribal mindset in a modern organizational context. Because there's a fascinating parallel between the ancestral structures of human societies and the internal dynamics of contemporary organizations. At its core, the same ancient mind operates in a new setting, managing groups through a similar lens of collective identity and complementary roles. However, one of the few major differences lies in how these "modern tribes" interpret and relate to diversity. 

Diversity in modern organizations extends beyond mere tolerance of individual differences. From a socio-political and economic perspective, the journey towards embracing and leveraging diversity faced resistance: historical segregation in workplaces; tech industry's diversity challenges, resistance to affirmative action policies, global migration and workforce diversity, LGBTQ+ inclusion. Initially, the organizations, like the societies they stemmed from, were marked by homogeneity and conformity, reflecting a preference for uniformity that simplified management and reduced conflict. This mindset had deep roots in human history, where differences were often viewed as a source of fear because they led to misunderstanding or conflict. Yet, the mental blueprint that limited the appreciation of diversity in organizations has been overcome in recent decades. We, as humans, have actually evolved toward appreciation of the varied ways in which people can contribute to common goals, recognizing that diversity is a source of innovation and adaptability. The modern organizational context transformed the ancient tribal mind. It's no longer just about survival and uniformity or raw competitivity, but about thriving and living well through diversity. So, we reborn our collective wisdom. Trumpets and ovations. And now what?

Now, embracing this form of diversity extends beyond its recognition—it requires active cultivation. Despite the advance of accepting it, many groups, many organizations still struggle with exploiting the full potential of cognitive diversity. The challenge is often rooted in unconscious biases that can stifle the expression of different thoughts. For a quick example, “like me” bias can lead to like-minded teams because people are naturally inclined to associate with those who share similar thought processes.

The ones that are leading the change, particularly when it comes to harnessing diversity for profit and performance, are of course the tech giants. Organizations like Google have recognized the new wave of diversity for years now, by implementing policies that promote environments in which diverse thinking develops. Other companies implement training programs aimed to deconstruct similar above-mentioned biases. They are reevaluating recruitment strategies to broaden the cognitive diversity of their talent pool. An extreme example, if you will, is that of SAP, who have an Autism at Work program that brings unique cognitive skills to their teams, recognizing that people with autism often bring extraordinary skills in pattern recognition and systematic thinking Link. But to keep it all vanilla on the light spectrum, diversity means also the push to create "psychologically safe" workplaces, where all employees feel comfortable expressing their thoughts without fear of ridicule or repercussions. Google's Project Aristotle, which studied effective teams, found that the number one factor behind successful teams was not who was on the team. It was how the team worked together. 

The cognitive chemistry and thus psychological safety being the key ingredient. While the data on cognitive diversity is still growing, societies, groups and organizations are charting their courses based on the wealth of preliminary and anecdotal empirical evidence available. Leveraging cognitive diversity isn't the result of a singular initiative; it's the outcome of a series of deliberate, thoughtful steps that foster a culture within an organization. As I write and as you read, the concept of diversity of thought has been mostly embraced ( by the civilized world). The next step is to learn what to do with this understanding. 

What is cognitive diversity? How many types of thinking exist? Which one do you possess? Which types are present among your work group or team? Moreover, how can you develop these to cultivate an efficient work group? We'll explore all these topics next time!