"As individuals, we can accomplish only so much. We’re limited in our abilities. Our heads contain only so many neurons and axons. Collectively, we face no such constraint."
“The developmental approach that builds on strengths and neutralizes weaknesses related to a specific context or role has been proven to build more effective teams,” Shullman said, underscoring the role personality profiles can play in nurturing and developing teams.
The Emergenetics approach to team building mirrors this idea — building on strengths and neutralizing weaknesses — but takes it beyond a specific role into the context of the team as whole. Building strengths and minimizing weaknesses comes from having a diverse set of preferences, thinking styles and behavioral tendencies present in a team. Two heads are better than one, especially if each is bringing a different perspective.
Scott E. Page, Ph.D., professor of complex systems, political science and economics at the University of Michigan, makes this argument in his 2007 book, The Difference, finding not only does cognitive diversity lead to better decision making, it is associated with identity diversity, the diversity of people and groups, which enables new perspectives. Diversity is often associated with higher rates of innovation and growth.
More simply, it’s a question of resources. “As individuals, we can accomplish only so much. We’re limited in our abilities. Our heads contain only so many neurons and axons. Collectively, we face no such constraint. We possess incredible capacity to think differently. These differences can provide the seeds of innovation, progress and understanding,” Page said.
Within the Emergenetics model, teams are formed based on an algorithm that pairs diverse thinking and behavioral preferences to create a “whole” brain with the capacity to think differently.
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Using Emergenetics to Build Team Performance (1)
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Using Emergenetics to Build Team Performance (3)