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Teams with cognitive diversity bring together people with contrasting ideas, backgrounds, and leadership styles—and they get better results.
Diversity of creativity itself has not been extensively explored, perhaps for lack of real world applications. However, the effect of creativity itself on the other aspects of diversity within a team has serious implications. [10] Cognitive diversity among members has been found to have a negative effect on intrinsic motivation among team ...
Functional diversity encapsulates the cognitive resource diversity theory, which is the idea that diversity of cognitive resources promotes creativity and innovation, problem solving capacity, and organizational flexibility. Functionally diverse teams “consist of individuals with a variety of educational and training backgrounds working ...
Among the factors studied in relation to work team effectiveness, one consistent predictor is team members' collective cognitive ability. [6] Diversity of abilities within a team offers the advantage of allowing members to learn from each other and to generate new ideas by combining or merging their qualifications. [35]
Furthermore, collective intelligence was found to be related to a group's cognitive diversity [69] including thinking styles and perspectives. [70] Groups that are moderately diverse in cognitive style have higher collective intelligence than those who are very similar in cognitive style or very different. Consequently, groups where members are ...
Diversity, in a business context, is hiring and promoting employees from a variety of different backgrounds and identities.Those characteristics may include various legally protected groups, such as people of different religions or races, or backgrounds that are not legally protected, such as people from different social classes or educational levels.
Groupthink is sometimes stated to occur (more broadly) within natural groups within the community, for example to explain the lifelong different mindsets of those with differing political views (such as "conservatism" and "liberalism" in the U.S. political context [7] or the purported benefits of team work vs. work conducted in solitude). [8]
Cognitive resource theory (CRT) is a leadership theory of industrial and organisational psychology developed by Fred Fiedler and Joe Garcia in 1987 as a reconceptualisation of the Fiedler contingency model. [1] The theory focuses on the influence of the leader's intelligence and experience on their reaction to stress.