You are probably wrong
You are probably wrong
Diversity has become sought-after as organisations begin to see the potential benefits, but truly harnessing the positives will require a little forethought, writes Simon Merrell, of Merrell People.
The correlation between diversity of thought and the quality and number of options is convincing.
When I invite individuals to describe the opportunity in a simple set of food ingredients, the various answers testify to how we look very differently upon the same scene.
Some would make a cake and eat it! Others would donate an item to their neighbour who had run out!
Key to both generating breadth, depth and connection (insight) are people who bring different experiences, skills, knowledge and opinions.
Imagine having all this perspective in a room generating options and answers to some of your opportunities. Probably scary and exciting in equal measure.
The problem can lie in converging on a decision. We have generated a range of options but which one is right?
This is where the evidence for diversity is less convincing. Just having different people in a room is not enough. Teams, groups and organisations need to pay attention to the following too…
You are probably wrong.
Or more positively imagined, we are probably all right about something, but wrong about that same thing too.
We need to set the expectation of ourselves that we will form different ideas, views and conclusions. We often need to do this multiple times before making a final decision. This is uncomfortable but the end result is worth it.
Stand firm
We can’t accommodate everything. We have finite resources. Deciding clear parameters for a successful outcome and the decision-making process is really helpful. People are likely to enjoy a board game if everyone is playing the same game by the same rules. Spending time here really pays off.
Conflict is essential
Asking people to collaborate often gets a better response than asking people to get into conflict. They are nearly the same thing. In the same way that accepting I might be wrong is hard, accepting you might have a point (or even be right) can be hard too.
The main difference between conflict and collaboration is my approach and response to you. Striking a better balance between advocating and enquiry can breed better responses.
Of course, I could be wrong about what I have written. There is more, but I was given some clear parameters on how long this article should be. That is helpful, but frustrating.
Simon Merrell supports organisations, teams, groups and individuals to bring about change. He lives in Gloucestershire, works across the UK, is a fellow of the Chartered Institute of Personnel and Development and the founder of Merrell People.
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