The Promise of Cognitive Diversity
The publication of the Diversity Project's Cognitive Diversity research report [3] for the investment and savings sector, prompted me to reflect on the opportunity presented by cognitive diversity to unlock organisational potential.
The report undertakes a comprehensive literature review on the benefits of cognitive diversity for the performance of teams. While the overall conclusion seems to be that the scientific consensus is very mixed, the report outlines the conditions under which an organisation can realise the benefits of cognitive diversity and makes the case that those who do it best, can gain a competitive edge.
This research attempts to reframe the DEI debate by returning to the fundamental idea that diversity and inclusion improve decision making, reduce the risk of groupthink, and address biases and prejudices, to ensure that all talent can be accessed wherever it sits.
While company culture has evolved in the past two decades, notably post the COVID-19 pandemic, it is recognised that the focus on demographic diversity has not moved us much further forward in creating inclusive organisations. We can celebrate the progress in gender representation at board level from 9.5% for FTSE 350 in 2011, to 33% in 2025, with the average at 43%, however gender representation at executive levels remains significantly lower at 35.3% for FTSE 350, and there are currently no black leaders in the top FTSE jobs .
So is this more nuanced way of looking at diversity relevant and how can it help to unlock organisational potential whilst creating inclusive environments for improved performance.
Is Cognitive Diversity relevant?
We are navigating an uncertain and volatile world, where past experience is highly unlikely to provide the answers.
With the rapid evolution of AI technologies, it is important to remember the distinct capabilities of humans, such as the ability to think differently, to discuss and debate, to have a variety of perspectives, skillsets and opinions, to bring different views together. Whilst AI technologies may become very effective in single-issue analysis, the ability to synthesize issues and notice connections that AI might miss is how humans could continue to have an edge.
Creativity and innovation are becoming increasingly more important in imagining different futures and visualising a world that does not yet exist. This requires a diversity of perspectives and different ways in which to process information.
Achieving growth under challenging economic conditions also requires unlocking the potential that exists within organisations, and people are a core part of that (at least for the moment). Therefore, optimising human capability by creating the necessary conditions for that to be realised is key.
It is also important to focus on how best to tap into that potential across all sectors of the economy. SMEs, which represent 99% of all businesses and employing 60% of the workforce in the UK, have a major impact on how organisations are led and in shaping employees' experiences, yet their daily pressures and resource constraints, mean they are less likely to be able to prioritise investment in people and culture. Therefore, unlocking the potential that is there and bringing out the different ways of thinking and perspectives can be critical for moving their businesses forward.
Cognitive diversity is relevant in as much as it highlights the complexity and multi-faceted nature of humans, and the potential benefits from realising the potential within.
Unlocking organisational potential through cognitive diversity
Cognitive diversity is not a new concept and there have been several studies over the years that demonstrated its benefits for team performance. However, there are challenges in realising those benefits which may explain its more limited appeal for practitioners.
What is clear from available research [3],[4],[5],[6],[7] is that one cannot simply adopt the “add diversity and stir” approach that assumes that the benefits from cognitive diversity will automatically arise. There are key aspects of the nature of people that can complicate an organisation’s ability to incorporate the principles of cognitive diversity in achieving improved team productivity and performance.
The tendency for social conformity, and for people to want to be around individuals who are like themselves. Homophily [1],[2] is a well-known concept, and studies have demonstrated that it can create a sense of safety that enables agility and speed [1].
We all have biases! It’s a natural state of the brain. There are over 150 different biases – and all have their roots in the structure of the brain to enable us to process the enormous amount of information that we are faced with. Nevertheless, we have learned how to remove or mitigate our biases in certain situations.
Our need to feel safe. When we feel under threat, our brain is less likely to be creative, connect with others, reduces its working memory to avoid distraction, and reduces its field of view so that it can do only what it needs to survive.
Therefore, recognising the above, what are the key elements that we should be focusing on in realising the benefits from cognitive diversity?
Understanding the nature of tasks and activities and how a diversity of perspectives can enhance the ability to complete those tasks. It may be that the benefits of cognitive diversity are stronger in particular settings. For example, in the case of idea generation rather than execution.
Creating safe environments that allow diverse views and perspectives to be expressed. Unless there is consistent messaging that reinforces and encourages difference then it’s highly unlikely that it will simply happen.
Adopting a human-centred and inclusive approach in leading and managing, recognising how human nature influences how people behave and react and ensuring that this is front and centre of organisational design and decision making.
Adopting a human-centred approach during change and key transitions will help to focus on improving the environments in which people operate and enhance the distinct human capabilities that should be preserved.
A Promise fulfilled?
For the promise of cognitive diversity to be fulfilled it requires an intentional focus on creating organisations with a people-first mindset. According to the Institute of Future of Work [8] with high-discretion augmentation, it is possible to facilitate the introduction of technology to improve employees’ conditions. This is a choice that we will continually be faced with in navigating the intelligence age. Which side we choose will have profound implications for our ability to maximise and preserve human potential.
Resources
Arena, M. J. (2018). Adaptive Space: How GM and Other Companies are Positively Disrupting Themselves and Transforming into Agile Organizations. United Kingdom: McGraw-Hill Education.
Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B. M. (2005). Affect and Creativity at Work. Administrative Science Quarterly, 50(3), 367-403. https://doi.org/10.2189/asqu.2005.50.3.367 (Original work published 2005)
https://www.forbes.com/councils/forbescoachescouncil/2018/11/26/the-benefits-of-cognitive-diversity/
https://hbr.org/2017/03/teams-solve-problems-faster-when-theyre-more-cognitively-diverse
https://www.psychologytoday.com/us/blog/you-according-to-them/201706/cognitive-diversity
Institute for the Future of Work (2025). Final Report of the Pissarides Review into the Future of Work and Wellbeing. London: Institute for the Future of Work. DOI: 10.5281/zenodo.14615712
Williams, Katherine Y. and Charles A. O’Reilly, III (1998): “Demography and Diversity in Organizations: A Review of 40 Years of Research” Research in Organizational Behaviour 20, 77–140.