The demographic transformation of the U.S. labor market makes diversity a permanent fixture in the workplace. But what does a diverse workforce really look like?
tion—typically much better than the general population. Beyond their advanced mathematical skills, autistic people also frequently exhibit a particularly potent ability to find patterns and make connections. SAP AG’s willingness to seek out unique cognitive skill sets where other organizations may see prohibitive deficits injects new complexity into their talent management, but can be well worth the effort.
Managing Differently
Instead of seeking consensus as an end goal, managers should encourage task-focused conflict that can push their teams to new levels of creativity and productivity. The aim is to foster an environment where all feel comfortable sharing their views and their authentic selves. Research demonstrates that thought diversity can help organizations make better decisions because it triggers more creative information processing, which is often absent in homogenous groups. Moreover, while homogenous groups are typically more confident in their performance, diverse groups are often times more successful in completing tasks. This is because diverse team members don’t just introduce new
viewpoints; they also trigger more careful information processing that is typically absent in homogenous groups. Some of the most groundbreaking research in this area is being conducted by the government, specifically the Intelligence Advanced Research Projects Activity (IARPA). IARPA and its Aggregative Contingent Estimation (ACE) Program are actively seeking answers to whether or not there are optimal levels of diverse thinking and what environmental conditions spur key decision-making moments.
Promoting Differently
One way organizations can retain and advance cognitively diverse talent is to enact sponsorship programs directed at individuals who represent different thinking styles. A sponsor trained in the tenets
of thought diversity will be able to translate and promote the otherwise hidden attributes of individuals new to an organization. For example, military veterans returning from Iraq and Afghanistan have skills, certifications, and cognitive styles that organizations can use, including the ability to think quickly, manage well under pressure, and improvise. And yet their careers can be rocky when they are asked to adjust to a culture different from the military life they’re used to. Sponsors that can facilitate these types of transitions are important to an organization’s ability to incorporate cognitive diversity. This comes from the top and requires leadership commitment. Critically, it is leaders who initiate and shape changes about the advancement of their employees. Fifty years ago, a leader did just that. Dr. King asked us to imagine an American people bound to one another, proud of our diversity. We have an opportunity now to not just imagine, but to create a workplace in which who you are, and what you can do, matters more than anything else. Organizations that learn to hire, manage, and promote their workforce using the principles of cognitive diversity will finally fully tap into America’s greatest natural resource—its people. PDJ Adapted from “Diversity’s New Frontier: Thought Diversity and the Future of the Workforce.” Full article and attributes can be found on Deloitte University Press at http://bit.ly/melanin.
Anesa “Nes” Diaz-Uda is a former GovLab fellow and Senior Consultant in the Federal Strategy and Operations practice of Deloitte Consulting LLP. She currently leads the delivery of AntiHuman Trafficking field solutions to clients in the Federal marketplace. Kelvin Womack is Managing Principal of Diversity and Federal practice Inclusion Leader for Deloitte’s U.S. firms. In addition to these roles, he also serves as federal health sector principal and practice leader, where his responsible for engagements focused on critical federal health issues. DIAZ-UDA WOMACK November/December 2013
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