The importance of promoting cognitive diversity within the workplace

We’ve all been there - sitting in a meeting wondering when you’re going to get a word in between the one or two dominant meeting attendees who take over the agenda, often without even realising they’re doing so.

It’s difficult to navigate, especially for the introverts in the room. It’s a complex scenario, and upon closer examination, it becomes clear that there are lasting effects that go beyond the boardroom.

Studies have shown that when people are afraid of a dominant leader, they are more likely to repeat their perspective, even if it differs from their own views. This leads to a culture of toxicity and stagnancy, where employees simply say what their superiors want to hear, squashing forward-thinking and, ultimately, innovation.

So, what’s the best way to navigate this? How can meetings be improved so that everyone can say their piece, and discussions can be conducted in a fair and meaningful way?

Leaders who understand the true impact of the dominance scenario are inclined to change their methods, and they do so in a number of ways. Explaining ideas and exhibiting open-mindedness are important steps to transform your culture into one of diversity and inclusivity. Showing your reasoning behind thoughts demonstrates an understanding that other team members are likely to approach and execute them flexibly, whilst listening to the whole team establishes a precedent that nobody is too smart to learn from others.

One famous example of this is that of Amazon’s “golden silence” technique. By beginning every meeting with a 30 minute silence, attendees are encouraged to read a six-page memo summarising the agenda, and there are a number of intended effects that this creates. Firstly, the meeting organiser has to create this memo, forcing them to really consider the purpose of the meeting and clearly define agenda points. Secondly, and more importantly, it provides all attendees with an even playing field, allowing them the mental space to digest the information before them without others voicing their opinions and enabling them to organise their thoughts for discussion. 

Ultimately, the goal of transforming from a place of dominance to cognitive diversity is to encourage the sharing of a wide variety of opinions, perspectives and ideas, rather than the thoughts of one or two assertive minds. Therefore, implementing changes that serve this intention are steps in the right direction for the security of your team culture and business as a whole.