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The power of cognitive diversity: smart teams, stronger organizations

Problem-solving styles
When team members face the same problem but choose completely different solution directions, it looks like chaos – but it is actually one of the most powerful competitive advantages a team can possess. This cognitive diversity in problem-solving styles, scientifically measurable through the VIEW assessment, is key to resilient teams that excel in complex, changing environments. Organizations who consciously value and strategically leverage these differences transform potential frustration into measurable innovativeness and sustained team performance.
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Introduction

In today’s dynamic organizational context, teams are constantly faced with new, complex problem situations. A fascinating phenomenon that arises here is that team members, although facing the exact same problem, often come up with completely different approaches and solution directions. What at first glance may be perceived as a source of frustration is in reality a manifestation of one of the most powerful, albeit often untapped, competitive advantages a team can possess: diversity in problem-solving styles. This is especially true in times of rapid change and increasing uncertainty, when adaptive capacity and resilience are crucial to organizational success.

At o2c2, we observe the impact of this cognitive diversity every day in our work with a wide range of organizations. Our experience, backed by decades of scientific research, consistently demonstrates that teams that understand, value and strategically leverage the different thinking styles of their members not only perform structurally better than homogeneous groups, but are also significantly better armed to deal effectively with unexpected change and complex, ill-defined challenges. The key to unlocking this potential lies in the VIEW assessment – a robust, science-based tool that provides deep insight into the natural, preferred ways individuals approach and solve problems.

This blog article discusses how the VIEW assessment identifies different problem-solving styles within teams and how this diversity is a strategic advantage rather than an obstacle. The article explains why cognitively diverse teams are more resilient and innovative than homogeneous teams, and offers practical steps to intentionally leverage these differences for better team performance, faster adaptation to change, and sustainable organizational improvement.

Preference versus behavior: a crucial distinction with far-reaching implications

One of the most valuable and transformative insights offered by the VIEW model is the fundamental distinction between preference and behavior. Inge De Bruyn, a seasoned expert within o2c2 with more than 15 years of experience applying the VIEW assessment in various organizational contexts, puts it succinctly: “Your problem-solving style, as identified by VIEW, reflects your natural, ingrained preference – the way you think and work instinctively and with the least cognitive effort when faced with a challenge. However, this in no way means that you are rigidly attached to one specific way of working.”

This distinction has revolutionary implications for team dynamics and effectiveness. An individual with a strong natural preference for broad, divergent and associative thinking (a Explorer-style in VIEW terminology) can, provided the situation requires it and he or she is aware of it, work in a detailed, structured and analytical manner (characteristics of a Developper-style). Similarly, a person who naturally has a strong preference for reflection and thorough analysis (an Internal style) can learn, under time pressure or in rapidly changing circumstances, to make faster, more intuitive decisions (characteristics of an External style). The essence lies in knowing your own natural preference and that of your team members, as well as the ability to consciously and purposefully deploy other behaviors and thinking styles when the context requires it.

“The VIEW assessment,” continues Inge, “not only makes the creative preference of individuals and teams visible and practical, but it also provides crucial insights into one’s cognitive flexibility. This refers to the mental flexibility and adaptive ability to deal effectively with change, ambiguity and complex, unstructured situations.” This cognitive flexibility is, in today’s volatile, uncertain, complex and ambiguous (VUCA) world, one of the most valuable competencies for both individuals and organizations.

Why cognitive diversity is not chaos, but the basis for resilience and innovation

Many organizations, often unconsciously, make the mistake of assembling teams from people who are very similar in terms of thinking style and problem-solving approach. Initially, this often feels comfortable and efficient: everyone understands each other quickly, there are fewer substantive discussions, and decisions seem to be made more quickly. However, what seems short-term efficiency in stable, predictable environments often transforms into significant weakness once circumstances change and complexity increases. Homogeneous teams lack the cognitive variety needed to develop robust, resilient solutions.

Different problem-solving styles, as identified by VIEW, involve not only a diversity of perspectives, ideas and analytical approaches, but also fundamentally different ways of dealing with uncertainty, ambiguity and change. An individual with a strong Explorer-preference will naturally be quicker to see new possibilities and unconventional solutions in crisis situations, while someone with a Developper-preference ensures that crucial details and implementation aspects are not overlooked in the frenzy of change.

A team member with a preference for quick action and external orientation (External-style) will create momentum when organizations are in danger of stalling, while someone with a preference for internal reflection and careful consideration (Internal-style) will ensure that hasty, ill-conceived decisions are avoided. It is precisely this complementarity of styles that makes teams resilient and adaptive.

The scientific evidence: cognitively diverse teams and change capacity

Recent scientific research, including in the areas of team cognition and organizational psychology, confirms what we at o2c2 have been observing in practice for decades: cognitively diverse teams – teams composed of individuals with different thinking styles and problem-solving preferences – are not only significantly better at solving complex, ill-defined problems, but they are also significantly more resilient and adaptive in dealing with change. They possess a broader and deeper repertoire of cognitive strategies and heuristics to respond effectively to unexpected situations and disruptive developments.

When organizations face disruption-whether due to technological innovation, market disruptions, geopolitical shifts or unexpected crises-homogeneous teams are often cognitively paralyzed. Sharing the same mental models, the same assumptions and the same blind spots, they often arrive at similar, and often limited or suboptimal, solutions. Diverse teams, on the other hand, can look at the situation from a multitude of perspectives and frames of reference, resulting in more innovative, robust and effective response strategies. This is supported by research by Scott Page (2007), among others, in “The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies,” in which he demonstrates that cognitive diversity is often more important than individual ability for solving complex problems.

However – and this is a crucial point that cannot be overemphasized – the benefits of cognitive diversity manifest themselves only when team members not only understand and respect each other’s differences, but also actively value them and can use them strategically.

Without this foundation of mutual understanding and appreciation, diversity can indeed lead to miscommunication, frustration, process loss and conflict, rather than the intended synergy and resilience. It is here where tools such as VIEW, combined with expert facilitation and coaching, play an indispensable role.

Cognitive Flexibility: The Key to Sustainable Adaptability

One of the most important and valuable skills that working with and understanding the VIEW model helps develop is cognitive flexibility. This refers to an individual’s ability to consciously and purposefully switch between different thinking styles, analytical frameworks and problem-solving strategies depending on what the specific situation and context require. It is the ability to choose“the right tool for the right job” from one’s mental toolbox.

“People, especially in today’s times, crave a sense of control and grip over their lives and work,” observes Inge De Bruyn, who as an executive coach and team developer works daily to strengthen this crucial flexibility in leaders and professionals. “In a rapidly changing, unpredictable world, however, that grip comes not from frenetically clinging to familiar patterns and routines, but rather from the ability to be adaptive, agile and cognitively flexible.”

Teams that consciously and systematically work with the insights from the VIEW assessment often develop a form of “meta-cognition” – they are not only aware of their own preferred thinking style and that of their colleagues, but they also develop the ability to assess when a different thinking style or problem-solving approach would be more effective. In challenging or crisis situations, this allows them to consciously and purposefully switch from exploratory, divergent thinking to focused, convergent thinking; from deep reflection to quick, decisive action; from individual, autonomous work to collective, synergistic intelligence. This ability for situational switching is the essence of adaptive team functioning.

From understanding differences to synergistic collaboration:

five practical steps for change power

Transforming an understanding of cognitive diversity into concrete, sustainable change power within teams requires a structured and deliberate approach. The following five steps, based on our experience at o2c2 and supported by scientific research, provide a practical framework:

Start by systematically identifying the different problem-solving styles within the team using the VIEW assessment. Crucial here is creating a safe and open dialogue in which these differences are positioned not as potential conflicts but as strategic assets. Use appreciative language: “You, with your strong Explorer-preference, are crucial for generating out-of-the-box ideas and exploring new possibilities. I, with my Developper-preference, can help make those ideas concrete and implementable. Together, we cover the full spectrum of the innovation process.”

Use concrete work situations, projects or challenges to have team members experiment with consciously employing thinking styles that lie outside their natural preference. For example, have team members with a strong preference for quick action (External style) consciously take time to reflect and consider alternative perspectives. Ask natural reflectors (Internal style) to quickly generate a first, rough version of a solution without striving for perfection. This systematic practice not only builds individual cognitive flexibility but also strengthens the team’s collective adaptive capacity.

When your team is faced with urgent change, complex problems or crisis situations, deliberately assemble subteams or task forces in which members’ problem-solving styles complement each other in the best possible way. Provide a balanced mix of broad, visionary thinkers (Scouts) and pragmatic, detail-oriented implementers (Developers); of externally oriented, action-oriented individuals (Externals) and internally focused, reflective team members (Interns); of task-oriented (Task-oriented) and people-oriented (Person oriented) profiles. This intentional composition maximizes the likelihood of robust and resilient solutions.

Use the diversity of thinking styles within the team to proactively develop and think through multiple future scenarios for key strategic initiatives or potential disruptions. Have Scouts come up with unexpected, “wild card” developments. Ask Developers to work out the concrete implementation implications of each scenario. Have Interns identify the potential risks and vulnerabilities of each scenario. And have Externs develop plans for rapid, effective response strategies. This makes the organization not only prepared, but also more mentally flexible.

After any significant change, crisis, project or innovation cycle: as a team, consciously take time to evaluate not only what happened and what results were achieved, but more importantly, how different thinking styles and problem-solving approaches contributed (or possibly hindered) the process and outcome. Identify what worked well, what could have been better, and what lessons can be learned for future challenges. Embed these lessons into the team’s work processes and routines. This continuous, explicit learning process strengthens the collective repertoire of response strategies and builds sustainable resilience.

The transformative power of consciously managed cognitive diversity:

concrete and measurable results

Teams that systematically and consciously work with their different problem-solving styles, actively developing cognitive flexibility, experience a fundamental and often transformative change in both their performance and resilience. This change is not only subjectively observable, but also measurable in several crucial aspects of team functioning and organizational output:

When teams understand and strategically leverage their cognitive diversity, they develop a remarkable and superior ability to adapt quickly and appropriately to changing market conditions, new technologies or unexpected competitive pressures. Where homogeneous teams often get stuck in familiar patterns of thinking and routines, cognitively diverse teams have immediate access to a wider range of perspectives, analytical frameworks and solution strategies.

For example, a team with a good balance of Explorer and Developper styles can simultaneously explore new, disruptive opportunities as well as optimize the practical, incremental implementation of current strategies. This dramatically shortens the cycle from recognizing a change to responding to it effectively, giving a significant competitive advantage.

The conscious combination of different problem-solving styles leads to structurally more innovative and robust solutions to complex, unexpected problems. As Inge De Bruyn observes, “Teams not only learn to think differently, but, more importantly, they learn to recognize when which thinking style is most effective and appropriate for a specific stage of the problem-solving process.” This results in solutions that are not only creative and original, but also practically feasible, sustainable and aligned with the organization’s strategic goals – a combination that is rare in teams operating from a single dominant, unconscious thinking style. The scientific foundation of tools such as VIEW, combined with expert facilitation, ensures that this power of innovation becomes systematic, predictable and repeatable.

One of the most striking and immediately perceptible changes in teams that learn to work with cognitive diversity is the dramatic decrease in interpersonal stress, misunderstandings and frustrations during change processes or when addressing complex challenges.

When team members understand that their different reactions to change – ranging from cautious, analytical reflection to enthusiastic, quick action – are all legitimate and valuable contributions to the collective process, the negative energy that often arises from miscommunication, misunderstanding and unspoken expectations disappears.

Instead of wasting precious time and energy on internal conflicts and inefficient discussions, teams can focus their full cognitive and emotional capacity on effectively addressing external challenges and achieving shared goals.

Consciously valuing and leveraging everyone’s natural problem-solving style leads to significantly and sustainably higher levels of engagement, motivation and ownership among all team members. People feel not only seen and heard, but genuinely valued for who they are and how they naturally contribute, not despite their differences, but rather because of their unique perspectives and preferences.

A team member who naturally has a strong preference for deep reflection and analysis (Developper/Internal) is recognized and valued for avoiding hasty decisions and ensuring quality, while someone with a natural preference for quick action and external orientation (Explorer/External) is valued for creating momentum and breaking deadlocks. This culture of recognizing complementarity rather than internal competition increases not only intrinsic motivation and job satisfaction, but also a willingness to learn from and proactively support each other.

Teams composed of members with diverse problem-solving styles naturally develop a more comprehensive and robust system for identifying, analyzing and mitigating potential risks. Different perspectives and cognitive preferences automatically mean different “blind spots” and different sensitivities to various types of risk. Whereas an action-oriented, optimistic teammate (Explorer/External) may underestimate certain operational risks that a cautious, analytical colleague (Developper/Internal) identifies directly, a broad-minded, visionary teammate (Explorer) will be able to envision strategic ‘wild card’ scenarios that more detail-oriented members (Developers) can then calculate for their concrete implications. These organic checks and balances, arising from the inherent tension between different thinking styles, arise spontaneously when teams consciously and constructively manage their cognitive diversity.

Perhaps the most valuable and lasting result of cultivating cognitive diversity is the team’s exponentially enhanced collective resilience (resilience) after crises, setbacks or failures. Teams that know and value their different problem-solving styles have access to a much broader and deeper repertoire of coping strategies and recovery mechanisms. Some team members will naturally excel at quickly finding new, unexpected opportunities and alternative routes after a setback (Explorers).

Others will excel at systematically analyzing what went wrong, drawing lessons, and methodically rebuilding what was damaged or lost (Developers). Still others will focus on restoring team cohesion and providing emotional support (Person-oriented). This versatility and complementarity ensure that teams not only recover from setbacks faster and more effectively, but often emerge from crises stronger, wiser and more connected than they went into them. This ability to learn is at the heart of sustainable team development.

The real, transformative power of consciously managed cognitive diversity occurs when these different benefits described above begin to reinforce each other and create a positive, virtuous cycle of team performance and collective resilience. Faster and more effective adaptation to change leads to more success experiences, which in turn increases intrinsic motivation and engagement of team members.

Higher engagement and psychological safety make teams more willing to take calculated risks necessary for breakthrough innovation. A more robust, multidimensional risk management system creates the necessary safety and confidence to experiment and learn from both successes and failures. And successful experiments, even on a small scale, further build the team’s collective self-confidence and cohesion, making it better prepared for the next, potentially even greater challenge.

In this way, a self-reinforcing ecosystem of continuous improvement, innovation and growing resilience is created – precisely the qualities that 21st century organizations need not only to survive in an increasingly complex and unpredictable world, but to actually thrive and achieve sustainable success.

The unique and powerful thing about the VIEW assessment, when professionally implemented and facilitated, is that it not only helps teams work together better and more effectively in the short term, but also makes them more resilient, adaptive and future-proof in the long term. In a world where the only constant is change, and the speed and complexity of that change is only increasing, a team’s collective ability to be flexible, agile and cognitively agile becomes an increasingly critical success factor.

 

“In my practice, I see teams that after a carefully guided VIEW process literally respond differently – more consciously, constructively and effectively – to change and unexpected challenges,” says Inge De bruyn. “Not only do they understand why certain colleagues ask different questions, have different concerns, or set different priorities, but, more importantly, they also know how to use those differences proactively and strategically when it really matters. That understanding and skill make the fundamental difference between teams that merely survive and narrowly respond to change, and teams that actually thrive, anticipate and help shape the future.”

From surviving to thriving in a world of continuous change:

the essence of adaptive leadership

So the differences in problem-solving styles within your team are not, as is often unconsciously assumed, a potential obstacle or source of inefficiency. On the contrary, they are your most valuable, albeit often hidden, strategic weapon. With a tool like VIEW, supported by expert guidance, you get the key to turning these inherent differences into measurable competitive advantages in innovation, team performance, and, most importantly, sustainable resilience and adaptability.

Organizations who today consciously and systematically invest in understanding, valuing and strategically leveraging cognitive diversity within their teams are not only building more effective and engaged teams – they are building organizations that are fundamentally better prepared for the unpredictable challenges and opportunities of the future. Because, as history and recent scientific research teach us: in a world characterized by continuous, disruptive change, in the long run the biggest, strongest or fastest organizations don’t necessarily win, but rather the most adaptive, learning and resilient.

Ready to harness the power of resilient cognitive diversity?

Would you like to experience for yourself how the VIEW assessment can make your team not only stronger and more effective in the present, but also more resilient and better prepared for the challenges of the future?

Then contact one of our certified VIEW practitioners for a no-obligation, exploratory conversation. Discover how, by strategically leveraging your unique cognitive diversity, you can not only excel in your current tasks, but also thrive together amid the inevitable changes and uncertainties ahead.

Because at o2c2 we believe, and we prove daily in practice: the most successful and future-proof teams are not those in which everyone thinks the same and tackles problems in the same way, but rather those in which everyone thinks differently, understands and values each other’s unique contribution, and therefore together can overcome any obstacle and seize any opportunity.

Are you interested in the concrete application of VIEW within your organization? Schedule a no-obligation consultation with our experts and discover how an intentional, strategic approach to cognitive diversity can make your team and your organization measurably more resilient and innovative to any challenge the future brings.

If this fascinates you and you want to learn more about how to become VIEW certified, click here