Cognitive diversity as a concept
Cognitive diversity is surrounding us, as differences in thoughts, ideas, opinions, expectations etc. As individuals, we are all different from one another, in one way or the other. By bringing awareness to the kind of diversity that is not visible to us, we might be able to treat it as a concept, or a resource. Such, it is interesting to discuss how it can be applied as a tool, in coaching, or other developmental or educational activities.
There are obvious concerns about conceptualizing such a wide term. How can we conceptualize something that is so abstract and contains so many different aspects? How can we proof validity or reliability of something, which seem so abstract? My point is, that through creating awareness how cognitive diversity can create obstacles and opportunities for the development of the group or individual, it can still be used as a resource.
Psychometric assessment tools such as Myers-Briggs Type Indicator (MBTI), or DiSC. are frequently used as conceptualizing tools of diversity when it comes to preference, or type. Use of such tools, are primarily to enhance self-awareness for the client, and increase mutual understanding and performance within a team or organization.
Cognitive diversity in teams
Cognitive diversity in the group relates to differences in deep-level, or nonobservable, characteristics of members including knowledge, perspectives, and information-processing styles.3
As different cognitive styles represent distinct ways in which individuals understand and process information, individuals with different cognitive styles are likely to approach work differently. This will have an influence on how teams fulfill their tasks. Consensus is often viewed upon as something good when it comes to decision-making, however consensus around a non-optimal strategic focus might in fact be damaging team performance.
It seems likely that cognitive diversity in a group may enhance performance. Especially when it comes to tasks involving the need for creativity. Such advantages are well known to many organizations, and great efforts are put in place to maximize the benefits of diversity in terms of team composition, recruitment, talent management, succession planning etc.
By utilizing diversity in teams (ethnicity, cultural background, gender etc.), as well as cognitive diversity (educational background, experiences, personality type etc.) there is a strong foundation to harvest some of the benefits mentioned above. There are, however, complications. Differences can be seen to produce benefits, and they can also create obstacles and friction. Therefore, careful consideration is needed when it comes to managing the diversity within the teams.
Many teams are unable to capitalize on the benefits of cognitive diversity and fail to utilize the potential of the team. Process losses such as problems with coordination and communication, are partly to blame for this. It also seems likely that team members are often unaware of the diversity, and its effects on team performance.
An individual’s cognitive style is often apparent to the individual before they get into one’s adult career. As it guides how we process information, make decisions, and solve problems, it will likely have a strong impact on the occupation we choose. If this assumption is correct, it will likely have an impact on cross-functional collaboration. Process losses in terms of coordination and communication might not then be so easily overcome by job rotation, or cross-training programs.