To thrive as a team, it’s essential as individuals to move beyond our comfort zone and break free from autopilot. In cognitively diverse teams, colleagues bring different perspectives, various problem-solving approaches and communication styles. We can drive innovation and success as long as we learn to appreciate the different styles of our colleagues.
We need to modify our communication style and ensure our teammates comprehend our messages in the manner in which we see these messages in our brain. It consequently gives them the opportunity to express their ideas and take personal risks without the fear of being mocked or ridiculed.
Move beyond our comfort zone to harness innovation and increase productivity
To fully harness the potential of cognitively diverse teams we must be self-aware and intentional in our interactions. This means recognizing our automatic behaviours and biases, and understanding how they impact our colleagues. By doing so, we create psychological safety, fostering an environment where everyone feels valued and empowered to speak up. Here’s how:
1. Understand our Autopilot Behaviour
We all have default modes of operation—how we react, decide, and communicate when we’re not actively thinking about it. Our autopilot reaction usually occurs when we are feeling nervous, stressed or overwhelmed. When we’re relaxed, we usually have the time to observe what is happening around us and take the time to reflect on what we might say and how we might say it.
For example, if you’re someone who enjoys debating and challenging ideas in team meetings, you might become even more heated when you are feeling defensive about an idea or project. Consider how non-confrontational teammates might perceive this behaviour.
If your voice is raised in defence-mode, does it encourage them to speak up and challenge your ideas? Do they feel they can share their thoughts openly so that together, as a team you can find an innovative creation? Or do you think your harsh defensive voice might cause them to back off and refrain from sharing their thoughts? Recognising these patterns helps us understand our automatic responses and adjust them to better fit the diverse needs of our team.
2. Identifying Our Biases
Everyone has biases that influence how we perceive others. These biases can stem from cultural backgrounds, personal experiences, or societal norms. For instance, you might unconsciously favour input from colleagues who share your educational background or professional experience. We’re not always aware of these biases, but we sometimes instinctively appear to be more proactive with people we like and trust. We might subconsciously smile at them while they are speaking to encourage them to continue their thought process, or we might ask inviting questions.
On the contrary, if we’re unaware of our biases, we might display distrust on our face or frown when speaking with colleagues we’re biased against. From personal experience, I know that when someone frowns, I often hesitate to share my true thoughts for fear of ridicule.
Being aware of these biases and moving beyond our comfort zone, allows us to question our assumptions and see our colleagues through a more objective lens, ensuring we value contributions from all team members equally.
Break free from autopilot to create psychological safety
Effective communication in cognitively diverse teams hinges on building trust and creating an environment of psychological safety. When team members feel safe to speak up, share ideas, and express concerns without fear of judgment, the team thrives.
Self-awareness is critical if we wish to create psychological safety and build trust within our cognitively diverse teams. By being aware of our autopilot behaviour and biases, we can make necessary adjustments to our communication. Reflecting on the examples mentioned above:
Here are some techniques you could use if you tend to dominate discussions with debates.
Try to moderate your approach by inviting quieter team members to share their thoughts, by asking them directly what’s on their mind. Invite them into the conversation by using their names, not just asking the group if anyone has anything against your proposal.
Also avoid asking something like, “Do you agree with me?” Because if they have to say, “No”, it can come across as quite rude or conflictual for someone who prefers to avoid confrontation. Which means they will likely avoid saying it and keep quiet, even if they don’t agree.
Modify your questioning techniques
Rather use open-ended questions such as, “Robert, what are your thoughts on the topic?” Consider allowing pauses in the conversation to give others space to contribute, especially if they are speaking a language that is not their mother tongue.
Show appreciation for different viewpoints by not frowning when somebody else is speaking even if you are not in agreement with what they are saying. Listen actively by acknowledging their input. This can help build their confidence and willingness to speak up.
By being mindful of our behaviour and biases, we demonstrate respect and openness. This encourages our colleagues to trust our intentions and feel comfortable engaging with us.
When team members feel understood and respected, they are more likely to speak up and contribute. This psychological safety is the cornerstone of a high-performing team.
In summary, working in cognitively diverse teams requires us to be self-aware and adaptable. By understanding our own behaviour, recognizing our biases, and considering how others perceive us, we can communicate more effectively and create a collaborative, trusting, and innovative team environment.
