Diversity is among the most critical issues and opportunities we face today. Conscious efforts abound, both in business settings and the world as a whole, to combat prejudice and improve inclusion.
The focus has been, to date, on such factors as race, gender, age and religion, all of which are important. But what about different perspectives, information-processing styles and ideas? Cognitive diversity is one factor that has been largely overlooked in our effort to honor differences.
Certainly, one reason that cognitive diversity might not get the attention it deserves is that, whereas other differences are generally obvious to the naked eye, how someone thinks or approaches a problem is virtually invisible. The issue also meshes seamlessly into and around people’s communication styles, further disguising it.
But obscured visibility is only a small part of why cognitive diversity is frequently overlooked. For instance, many organizations have a primary or dominant style (frequently following that of senior leaders). Hiring decisions are made in the image of these leaders. And those in the organization are subtly (and not so subtly) reinforced when emulating that style. As a result, we unintentionally contribute to cultural Darwinism — survival of the similar.
Additionally, the sheer cadence of business can undermine our ability to value and tap cognitive diversity. Time is among our most precious resources. And its short supply means that important decisions and actions often can’t wait, even when broad collaboration would be valuable or is truly necessary to leverage different types of thinking.
Despite these daunting impediments, cognitive diversity is too important to be sidelined. Making the most of the rich differences within an organization means elevating how people think and process information to the same level as other elements of diversity. It also means equipping leaders with skills and practices designed to honor, value and leverage cognitive diversity. To get started, consider the following.
Read the full article @ SmartBrief.com
