Best Possible Outcome

CHAPTER 8THE VALUE OF A COGNITIVELY DIVERSE TEAM

Lacking cognitive diversity left us with gaps in our preparation for operating in a war zone.

This chapter examines how an empowered, diverse team can best inform your decision-making. We also explore how a scenario planning methodology can ensure that the true value of your diverse team can be harnessed.

Whether as part of a risk management process to cover all risks, or as part of an emergency meeting when your team is grappling to understand the full ramifications of an emerging crisis, the diversity within your team will always be a leadership enabler.

How did we get to that point? A team of soldiers in a war zone unprepared for the shooting death of a colleague. How?

I am not writing this to be overly self-critical or to criticise the actions of the command team at the time (of which I was a key part). Rather, it is because I believe there is a lot to learn from the way we approached the deployment and from understanding the risks we faced. And a lot to learn about the true value of diversity within your team.

I am not talking about gender diversity, ethnicity, sexual orientation and so on — all of which can play a part in generating diversity. Rather, I am referring to cognitive diversity, diversity of thought. The differences between us that we bring from our unique backgrounds, experiences, ways of processing information, ways of communicating and ways we see the world.

The leadership team we took with us in 2006 was ...