Cognitive Diversity - an essential ingredient on any Board

Gender, racial and age diversity are all indicative of cognitive diversity, an essential ingredient on any Board. It is an irony therefore that the most racially and gender diverse Cabinet in history is probably one of the least diverse cognitively. For they are, for the most part, all close allies of the Prime Minister and unlikely to hold or voice contrary views.??Boards can only be effective if they are willing to challenge the status quo and make tough decisions. Adopting a ‘team of rivals’ approach is important. By surrounding itself with people who have different perspectives and points of view, boards can avoid group think and make better decisions. Of course, there is a risk that this approach might lead to conflict and division, but effective boards are able to manage these tensions in a constructive way. Ultimately, the goal should be to create an environment where diverse viewpoints can be heard and debated, and where the best ideas can rise to the top.

One learns a new word every day. I am no scientist and so ‘consilience’ was a new one for me. The biologist E.O Wilson published a book in 1998 entitled ‘Consilience: The Unity of Knowledge’ in which he describes methods that have been used to unite the sciences and might in the future unite them with the humanities.?Matthew Syed’s article prays this in aid and argues how consilience might usefully be applied generally in managing the explosion of knowledge which now confronts and challenges us in all walks of life.?For those of us concerned with corporate governance, it exemplifies, without once mentioning the word, how diversity in all its forms on a board can contribute to a greater collective wisdom – James Bagge, Chairman Bvalco. Read More.

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