Employers managing diversity often focus on the so-called primary identity of employees. They support diversity and inclusiveness in terms of gender, age, nationality, race, etc. These are important activities. However, the diversity of these characteristics does not always guarantee the so-called cognitive (cognitive) diversity associated with different thinking styles and different experiences. For example, employees of different genders may have similar education, professional experience, etc., making their thinking styles fairly homogeneous.

However, it is the differing viewpoints, thinking styles and experiences that translate into out-of-the-box solutions, breaking patterns, new perspectives, creativity and innovation. In this context, we often speak about non-neuronormative workers. They are able, for example, to see certain details, patterns or repetitive regularities where neurotypical people do not see them. They are also often characterized by creativity and the ability to find out-of-the-box solutions (so-called thinking outside the box). 

Building a cognitively diverse team is not easy. It requires specialized knowledge, careful observation and, most often, also psychological tests showing how team members approach problems, make decisions, etc. Cognitively diverse teams also need the right leader so that strengths are not overshadowed by challenges (e.g., decision-making difficulties, relational conflicts).
 

Find more in the PRO HR April 2024.