While intelligence and skills are important, there’s another element that’s critical to your team’s success: diversity. There are many types of diversities, like demographic diversity and cognitive diversity. This summary of Rebel Ideas by Matthew Syed is concerned with cognitive diversity, which is the diversity of the minds we engage with. By utilizing cognitive diversity, you can: Shed light on your blind spots, expand your expertise and generate more (and better) ideas. Innovation entails the interference and recombination of ideas and perspectives in order to shed light on blind spots and to open the doors for new possibilities in every area of life. When you look at diversity in this way, you learn that when others disagree with you, they don’t disrupt your success, but reinforce it. You learn that divergent opinions create a dynamic society that welcomes outsiders and considers them essential for growth.
"On a vital and still-overlooked topic, Matthew Syed has assembled a compelling base of evidence from a wide range of scientists. If that sounds intimidating, don't worry: Syed is a superb storyteller. I couldn't put the book down, and I learned so much. A stunning achievement."
Syed is clear that if we’re to be successful as leaders, we must free ourselves from our own/organisational blind spots and embrace critical thinking, however uncomfortable it may be. We must encourage and welcome critical dissent. The challenges of modern society demand that we find and nurture the potential in all our people and don’t just try to turn them all into a “Mini Me”.
"A gripping read, full of intelligence and perspective.Will change the way you think about success and even about life."
The bottom line is that some ideas are worth remembering; they stick to our minds and won't let loose. Some other ideas sink in the ocean of ideas. This is true, regardless of the authenticity of the idea itself. That is why we might hear an idea, follow it for years
Where Good Ideas Come From is about the space of innovation. Some environments squelch new ideas; some environments seem to breed them effortlessly. Our thought shapes the spaces we inhabit, and our spaces return the favor. We argue that a series of shared properties and patterns recur again and again in
The purpose of this book is to encourage a shift in how work is done; from a process-centric model that’s about predictability and consistency to a game-centric model that recognizes the complexity and the unpredictability of a digital world.
If we are intent upon answering our most serious questions, from climate change to poverty, and curing diseases to designing new products, we need to work with people who think differently, not just accurately.
If a diverse workforce, student population, or whatever, emerges organically through the pursuit of excellence, that is one thing. But to privilege diversity above excellence is different.
Often, it is looking at what went wrong that can provide the most vivid pointers about how to get things right.
We are oblivious to our own blind spots. We perceive and interpret the world through frames of reference but we do not see the frames of reference themselves.
When you are surrounded by similar people, you are not just likely to share each other’s blind spots, but to reinforce them. This is sometimes called ‘mirroring’.
Bin Laden orchestrated his entire operation by ‘calling up images that were deeply meaningful to many Muslims but practically invisible to those who were unfamiliar with the faith’.
That collective intelligence emerges not just from the knowledge of individuals, but also from the differences between them.