We intuitively know there’s value in diversity: the Mission Impossible team, the A-Team, Ocean’s Eleven, the Guardians of the Galaxy.
But in business the tradition has been to focus on things that can be tabulated: years of experience, education level, predefined skill sets–and usually to fill the abstract concept of a “position.” In this context, “diversity” is a buzz word that means “someone who looks different”–different clothes, different rituals, different language–but someone who is still plugged into the same ways of thinking.
It’s not that such people don’t add diversity. But the value of their diversity is often suppressed in favor of the appearance of diversity. The game, while at the office at least, is conformity.
The value of diversity comes with different modes of thinking. Any given person can see a problem from multiple angles, but never from all angles. Having and utilizing real diversity, then, depends on being able to bring out the difference in perspective and put it to work in combination with other perspectives.
From a recruiting perspective, this means hiring to fill the blind spots. A blind spot is different from a role, and it behooves a manager to understand where blind spots may exist in a team.
From a management perspective, this means practicing constructive conflict. Constructive conflict is a way not only to allow but to encourage dissenting opinions in such a way that final solutions benefit from very different ideas.
Finally, it means management that is able to see the value in other perspectives. Much of the value of these perspectives may not be rational, but that doesn’t mean there isn’t reason behind them. Finding tools to judge these perspectives, and to incorporate them together, is critical to effective management of diverse teams.
One final point: Diversity of perspective must be unified by unity of purpose. Last week, I described founding myth in terms of shared origin, shared values, and shared destiny. These are critical to the development of a diverse community.