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Team diversity is conducive to innovation. When R&D project teams are composed of people with different skills, competencies and knowledge, the likelihood for new thinking and innovative solutions increase. However, too much diversity may lead to breakdown in communication and ensuing conflict. There is a sweet spot in how much diversity R&D teams should have.
Leaders should keep team member heterogeneity in mind when composing R&D project teams because of this following rule of thumb: Similar competences lead to similar thinking. In the innovation psychology research literature, evidence now suggests that project teams with innovation goals should be composed of individuals with different skill sets, proficiencies and knowledge backgrounds. The reason for this is that creativity flourishes when different perspectives are mixed together (Hlsheger, Anderson & Salgado, 2009).
Thus, highly heterogeneous teams can be really innovative, but the diversity can backfire and teamwork collapse, effectively lowering innovation. On the other hand, highly homogenous teams often dont have this problem, but they are generally not as innovative as they could be. Most likely, a sweet spot exists, where a moderate amount of diversity adds to the innovative mix (Hemlin, Martin & Allwood, 2008).
the group to think differently. The leader can also start more structured processes like brainstorming or brain writing sessions to spark creative ideas.
By Leif Denti
References
Hemlin, S., Allwood, C. M., & Martin, B. R. (2008). Creative knowledge environments. Creativity Research Journal, 20, 196210. Hlsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94, 1128 1145. Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams.Journal of Management, 32, 132157