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When I had over a year to run my first core business, I went to see one of my mentors with concern. I sought to master the way we can also maintain consistency with the culture of our apple at a time when we are faced with renting a more varied workforce. How can the will of “adapted culture” be reconciled with the will of more people?
What my mentor said my life as a leader:
“You don’t prefer a proper culture. What you like is to raise culture.”
The difference between those two things makes the difference between culture and … Finally, a cult:
Let’s say that during your life you sought to create a rock band.
But let’s say you decide, for the sake of the unit, that one of the band members plays the electric guitar. And they must have grown up listening exactly to music similar to yours.
Is there a way for this organization to get the sound you want?
No, I don’t.
You will never innovate with a collection of five electric guitarists without other musical tastes. Without another great tool, let alone nothing new to become the best friend of world music, never leave the garage.
And yet, in business circles, classic wisdom about team combinations is fundamentally a great absurd friend. We are destroying our assets through hunting to recruit other Americans just like those in a position on our teams. Six like-minded brothers make a wonderful brotherhood. But what about progress?
Conventional wisdom about “cultural adequacy” dates back to a chain of studies in the 1970s that concluded that other Americans are happier and more comfortable with other humans with similar interests and personalities. Business authors and supervisory gurus have mistakenly taken this to mean that the group station with similar interests and personalities would make work easier. But this is a logical leap that turns out to be the other of the truth.
What allows a collection of other Americans to seize more important concepts and resolve disorders in a way that no single member can also simply not get married is exactly the group’s other thought tactic: their cognitive diversity.
And with other thought tactics come other interests and personalities. This is more disgruntled. But just as a fingreatest friend trained by discomfort ends in a 0 growth, a team without cognitive inconveniences limits their own potential.
We are concerned that other personalities, perspectives, and approaches will create conflict, so much so that even assuming that we team up with another bureaucracy of other Americans, we have been given a tendency to worry about the friction that results. But this cognitive friction turns out to be what’s helping other Americans’ station shoot more than sum up in their parts!
This is where statistics, systems of maximum business diversity fail so often.
I once had dinner with Woguy who oversees the hiring of diversity at one of the world’s largest banks. She told me how painful it was to see the apple compare the bureaucracy of serious scholars: a wide diversity of background; A wide variety of concepts is scattered in their heclassified ads, only to see them as the remodeled graduate best friend to “adapt” to the culture of the organization. They came in with unique concepts and different voices. He heard those voices fading until they only echoed the “accepted” way of thinking of the apple.
Why recruit and countless player organizations for your organization if a great friend loves to force them all to play similar chords?
To excel, more guitarists with charcoal copy. You prefer a violinist. And a DJ. That’s how we create new sounds.
I am an award-winning scientific and commercial journalist, entrepreneur (founder of Contently) and the best-selling of 3 books. The newest is “Dream Teams:
I am an award-winning scientific and commercial journalist, entrepreneur (founder of Contently) and the best-selling of 3 books. The recent maxim is “Dream Teams: Working Together Without Falling Apart,” which is about making science amazing together. I also help shed light on dark spaces as a researcher and board member of the Hatch Institute for Investigative Journalism.