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Studies show the more diverse a workforce, the more successful an organization is likely to be. A 2018 McKinsey report found that firms with greater gender diversity are 21 percent more likely to enjoy above-average profits. Teams with greater ethnic and cultural diversity are 33 percent more likely to outperform. [1] But recruiting a diverse team isn’t enough. To get the best from your employees, you have to unlock ‘diversity of thought’. Here’s how.
Diversity of Thought
The term ‘diversity of thought’ refers to how our culture, background, experiences and personality make us think differently – or hold different opinions – than others. [2] Studies show that groups with greater diversity of thought:
- Focus more on facts. In diverse groups, employees are more aware of potential biases – or ways of thinking that blind them to key information.
- Make more careful decisions. Diverse teams consider the perspectives of people from different backgrounds. They also scrutinize their own opinions and actions more than homogenous groups.
- Innovate more. Organizations run by culturally diverse teams are more likely to develop new products. They bring more ideas to the table and can connect more easily with a diverse customer base. [3]
But employees with different backgrounds may be reluctant to share their ideas, especially when most of their colleagues are ‘different’ to them. Here’s how top-performing organizations get the most from their people.
Embrace the Dragon
To increase diversity of thought, try cultivating some 'creative abrasion'. [4] Instead of aiming for consensus, try to encourage different views that push teams to be more innovative. In his book, "The Creative Priority: Putting Innovation to Work in Your Business," automotive designer Jerry Hirshberg refers to healthy conflict as “embracing the dragon”. In it, he describes an exercise where a designer argues for a car’s aesthetics while an engineer makes a case for cost-cutting. Next, they switch to defend the alternate perspective. By seeing both sides, empathy increases as they begin to understand the complexities of a project. [5]
Open Up
To help people open up, online study platform Course Hero hosts 'Hero Sessions'. There, individuals share their stories with a small group of employees. This builds empathy and group knowledge and warms people up to express disruptive ideas. [6]
You can invite new perspectives by admitting you’re stuck and asking your team for help. This style of vulnerable leadership shows people it’s OK to try out new ideas and make mistakes along the way. Even with regular meetings, some team members may be reluctant to share ideas in a group setting. To overcome this, encourage your team to share ideas at one-to-ones or over group messaging apps. If an individual’s ideas are not taken up by the group, simply hearing people out makes them feel appreciated and more likely to offer opinions in the future.
Go Undercover
Innovative companies come up with creative ways to get different perspectives. Take industrial engineering firm ThyssenKrupp. It has a job swap program where employees from around the world step into a colleague’s shoes for three weeks. The idea is to experience different routines, new working cultures and different places. Essen-based employee Fiona Voigt swapped jobs with a Shanghai colleague. She says, “I try to look at things from various perspectives because it’s clearer to me now that there are always a variety of possible approaches.” [7]
Ever watched Undercover Boss? Authors of "Paid to THINK: A Leaders Toolkit for Redefining Your Future," David and Lorrie Goldsmith recommend taking over an employee’s job when they go on holiday. They found it’s a great way to identify areas to streamline, spot where mistakes are being made, and uncover staff frustrations. As David says, “Getting your hands dirty can reveal a lot more about the impact of your decisions than walk-around management can, and the changes you make in yourself as a result can bring long-lasting benefits to your organization.” [8]
Is stepping into a new job too impractical? Simply swapping desks can shift our perspectives by talking to different colleagues, sharing experiences and seeing how they work on an average day.
Lose the Lingo
Sometimes, getting fresh perspectives is about asking the right questions. To move software company Microsoft from the 'aggressive Geek culture' of Silicon Valley in the 1990s to a collaborative workplace, CEO Satya Nadella ditched traditional feedback. [9] Behavioral scientists found that even hearing the word ‘feedback’ can trigger negative impressions. [10] In its place, Nadella introduced 'Perspectives'. This system encourages employees to get opinions from peers, collect their responses and talk them over with managers. The shift in language led to coaching-style conversations, which have helped Microsoft hold on to diverse talent. [11] The McKinsey report backs up Microsoft’s success, linking top-performing organizations to the ability to attract top talent and boost employee satisfaction. [12] Like great ideas bouncing from a brainstorming session, new perspectives encourage further insights.
The New Frontier
In a study, professional services company Deloitte describes fresh perspectives as “the new frontier in diversity”. To exploit it, organizations have to let go of the idea there's 'one right way' to do things. Instead, they should create a culture where people feel accepted, comfortable sharing ideas and look to learn from each other. [13]
References[5] Ibid.
[10] Ibid.
[11] Ibid.
