By Joern Fischer
Anyone working in teams knows that different people contribute in different ways. We’re all different, and working in a team means appreciating these differences and making the most of them. But there’s something implicit in this that I have often struggled with – the assumption that diversity is necessarily good, while homogeneity is necessarily bad.
Some of you may have had “experts” work with their teams to look at different working styles. When you do this, a commonly used tool is the Myers-Briggs personality test (a shortened version is available here). This recognizes that people can be more introverted or extroverted; more intuitive or sensing; more thinking or feeling; and more perceiving or judging. In combination, you find 16 different stereotypes of people, constructed by four axes of two poles each. These people, so the logic goes, function in different ways, and therefore can contribute different things. (Of course individual people are often very much a mix of stereotypes.)
From this, the logic often goes on to say that good teams need diversity; that we ought to appreciate our differences, and that by appreciating them, we get better at working together. So far so good – but there is an underlying assumption in this that more diversity is necessarily better.
My personal experience and opinion is that, in research teams, this is not necessarily true, or only to a point. Rather, I would argue for the “right” kind of diversity, balanced with the “right” kind of homogeneity. What do I mean by this?
To me, diversity is valuable in that it brings different skills and perspectives to the table. Someone may be more inclined to have an intuitive sense about a hot research topic, and someone else may be good at organizing fieldwork, or crunching statistics after data collection. Indeed, to this point, I agree that a certain level of diversity is useful, because different people in a team can complement one another.
But I think the reverse – that diversity is good, and therefore homogeneity is bad – is not necessarily true. Instead, I would argue that a certain level of homogeneity is actually extremely valuable! When personal differences within a team become very large, it may become increasingly difficult to bridge working styles. In a research context, in particular, output-oriented (J-type) people often clash with process-oriented (P-type) people. Getting these types to be truly happy in a collaboration is very difficult, and sometimes, I would argue simply a waste of time (showing I’m a J-type, I guess…). Similarly, most academics are N-type people, because this is the kind of natural inclination that is associated with wanting to generalize and see the big picture. And last but not least, many scientists are introverted. It’s no surprise that one nickname for an INTJ type is “the scientist” – this particular combination of natural inclinations is very common in academia.
Is it true then that such people “need” others to make up for their weaknesses? Frankly, in an academic context, I don’t necessarily think so. Multiple people who have similar personalities and working styles can still complement one another by knowing about different topics, or for example having a background in different disciplines. Differences in training, backgrounds and expertise, in turn, can be quite readily overcome if the personalities fit together. In contrast, highly diverse, interdisciplinary teams with a lot of differences in both personality types and disciplinary backgrounds, in my experience, suffer from too much diversity. Not only are their disciplinary divides to be bridged but also working styles, including very basic questions as to whether we’re here to have a nice discussion or to get a paper published.
Finally, there’s one more dimension to all this that I have not yet mentioned, and that is the dimension of a shared goal or general normative direction. If things become so diverse that the goal is no longer the same among team members, things can really fall apart in research teams.
So, yes, we can learn from diversity. But too much diversity in a research team, to my mind, does not lead to better insights, but instead can get in the way of achieving any insights at all, and indeed, foster frustration instead. Hence, I’d argue for balance in research teams, not for diversity per se.