On Cognitive Diversity
By: Jazzi Mason-Groce
Tags: Cognition, Workplace Culture, Diversity And Inclusion, Cognitive Science, Diversity

Imagine a weekend dinner party. Dinner has been in the making for hours. Maybe some special attention paid to attire. Personalized invitations have been sent to an intimate few. Who did you invite?

Who is sitting at the table has been central to the diversity conversation for years, and companies have rushed to respond by pushing more diverse and inclusive workplaces. However, in the wake of the Black Lives Matter movement more scrutiny is directed at how diverse employees are treated, not merely on their presence at the table. This is where diverse employees remain less than included in the workplace.

Companies endeavoring to increase demographic diversity have shifted the statistics: Deliotte’s 2019 State of Inclusion found 77% of workers feel they work in a more inclusive environment. Yet the same study found 61% of all workers still experience bias from colleagues, 17% considered direct bias. 31% of respondents cited bias based on race or ethnicity. The number of black and brown people at the table has increased, but have you changed the way you treat them when they come to dinner?

The lack of attention on the treatment of BIPOC workers has resulted in high company attrition rates and an inability to recruit diverse talent. Diverse employees are skeptical to believe demographic representation translates to equitable treatment. The rush to increase demographic diversity has left the root of intersectional bias untouched. Before demographic diversity can be prioritized, particularly in the workplace, the lack of cognitive diversity must first be addressed.

Demographic diversity is the focus on filling the table with the correct number of diverse people, prioritizing physical representation rather than individual complexities. “By cognitive diversity, we are referring to educational and functional diversity, as well as diversity in the mental frameworks that people use to solve problems… In reality, no one is equally good at all [frameworks]; hence, the need for complementary team members” (Deloitte Review).

As a society, it has been easier to focus on demographic diversity — and assume the result will be cognitive diversity. However, the reality is that development of cognitive diversity from demographic diversity is often a mirage. In fact, it can be argued that cognitive diversity is perceived as a threat to an organizations’ status quo- a cause of dissent, arguments and a lack of productivity rather than a catalyst for creativity and innovation. Therefore, we see those seated at the head of the table surrounding themselves with individuals possessing similar backgrounds, political views, and economic statuses.

The importance of grounding diversity approaches in cognitive training is not borne of a preference of cognitive diversity over demographic diversity (both are critically important). Rather, cognitive diversity is the prerequisite to an inclusive (and effective) demographically diverse community. For this reason, the bedrock of Meseekna’s Diversity & Inclusion programming is improving metacognitive skills foundational to decision-making, through the lens of cognitive diversity.

Through awareness and training, improvement to an individual’s cognitive measures enhances their decision-making skills both personally and to benefit their team. Improvement to an employee’s Breadth of Approach, for example, would result in a higher capability to look at problems and solutions through multiple perspectives. High competency in the metacognitive measure of Initiative translates to passion-driven connection with others, and remaining open-minded and inquisitive in the face of incongruent viewpoints.

Through our lens of cognitive diversity, the Meseekna measures go beyond better business. Breadth of Approach carries the promise of every perspective given equal weight in the workplace — not valued despite it’s difference, valued for its difference. The drive to find diverse solutions to increasingly complex workplace issues, and bring underrepresented and undervalued voices to the table demonstrates high Initiative competency in leaders.

The value of these diversity-triggered outcomes for companies is no longer up for debate, indicated by the ferocity at which employers responded to public upset at the “diversity oversight.” Yet in our rush to get the invitations out, get more people of color to the table and tell our other friends about it, we’ve allowed demographic diversity to become enough.

Our cognitive diversity competencies determine how we treat diverse individuals, in and out of the workplace. If attracting diversity and inclusion is the goal, it is time to move beyond the question “who’s coming to dinner?” and the outdated hope that more invitations will change what the privileged think of diverse peoples.

Instead, ask “How does the way I think determine my treatment of others?”