The result is misunderstanding and frustration. When team members come from different backgrounds, these taken-for-granted habits frequently clash even what counts as “evidence” to support an opinion varies across fields. People with similar backgrounds share norms and assumptions about how to behave, how to set priorities, and at what pace to do the work. Why? They face communication challenges that get in the way of their undeniable potential. In practice, however, diverse teams often underperform relative to homogenous teams. Their argument is familiar: The different perspectives, ideas, and opinions in diverse teams are essential to achieving breakthrough performance in competitive environments. The vast majority are convinced that more diverse teams will outperform less diverse teams - particularly when the project involves innovation. When teaching groups of executives, we often ask them how diversity affects teams’ performance.
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