Big ideas come from unique perspectives
Big ideas come from unique perspectives
When we think of diversity in the workplace, we tend to think of the surface level attributes of gender, race, and other protected characteristics. However, truly deep diversity is about the skills and perspectives distilled from experiencing different upbringings, cultures, educational systems and careers. Truly diverse teams can challenge company strategy, products and preconceived notions with their unique viewpoints.
When companies consider diversity, they are often focused on equal gender representation and racial or ethnic diversity often compelled through regulations and legislation. Research shows that diversity creates better company cultures and outcomes: women-led companies perform three times better than male ones[1], ethnically diverse companies outperform the median by 35 percent[2], and companies with high racial diversity bring almost 15 times more sales revenue than those with less racial diversity[3].
“Diversity in society must be reflected in an organisation’s composition and culture. With diversity comes new dynamics, new perspectives and solutions that contribute positively to an organisation’s results. ”
But while some surface level diversity traits such as gender and ethnicity come from simple genetics; other forms of diversity are as equally valuable to an organisation and come from life experience. Functional diversity comes from prior work experience, educational and class diversity comes from the things we have learned throughout our lives from family, schools, and peer and the opportunities we receive. Ideological diversity comes from the belief systems that we develop over time and from how we choose to live our lives. In short, the combination of our genetics, our social standing and the choices we make throughout our lives creates a unique blueprint of diversity for each one of us. This is individual deep diversity.
Organisations without deep diversity in their workforce are likely to experience ‘group-think’ and have a consensus on all decisions. This may be a comfortable position for an organisation but does not reflect their customer base who will ultimately be the deciders of their success or failure.
“Organisations without deep diversity in their workforce are likely to experience ‘groupthink’ and have a consensus on all decisions.”
The fusion of demographic diversity with diversity of thought creates an antidote to homogeneous group-think, fuelling new ideas and strategies for innovation and growth. When your workforce thinks differently and is not afraid to express their thoughts, the business is likely to see different types of problems arising with new solutions. An organisation with deeper diversity of thought is less likely to be surprised by competition, demands in changing market or by the needs of different types of customers.
Amazon founder and CEO Jeff Bezos abhors what he calls “social cohesion,” the natural impulse to seek consensus. He prefers his teams to battle it out backed by numbers and passion, and he has codified this approach in one of Amazon’s 14 leadership principles—the company’s values that are often discussed and instilled into new recruits: Have Backbone; Disagree and Commit. Leaders are obligated to respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting. They do not compromise for the sake of social cohesion but once a decision is determined, they commit wholly.
“Gentlemen, I take it we are all in complete agreement on the decision here? Then, I propose we postpone further discussion of this matter until the next meeting to give ourselves time to develop disagreement, and perhaps gain some understanding of what the decision is all about.”
Innovative leaders can push teams to new heights of creativity by actively encouraging task-focused conflict. They foster an environment where everyone feels comfortable sharing their views and being their authentic selves. Seeking out a culture of disruption might sound counterintuitive but falling behind on development and innovation because your company is stuck in a silo of group-think is worse. The best hiring strategies will not only embrace the diversity of skin-deep differences but seek out the talent with the ability to think differently.
References
[1] http://fortune.com/2015/03/03/women-led-companies-perform-three-times-better-than-the-sp-500/
[2] https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters
[3] https://www.sciencedaily.com/releases/2009/03/090331091252.htm
[4] https://www.womentor.se/2016/08/vardforetag-2016-telia-arbetar-passionerat-for-jamstalldhet-och-for-att-fa-fler-kvinnor-att-valja-en-karriar-inom-teknikbranschen/
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