Team diversity, cognition, and creativity

Abstract

This chapter proposes a theory that explains how increased levels of diversity within and among members of teams increase innovation and creativity in team decision making and problem solving. Using the work ofHartmann (1991), Koestler (1964), and Zerubavel (1991), our conceptualization of team diversity is based on the concepts of schemata and mental boundaries. Our model demonstrates that teams composed of individuals with heterogeneous schemata and thin mental boundaries possess greater creative potential than groups composed of individuals with homogeneous schemata and thick mental boundaries. Implications of this model for research and practice in diversity management and organizational creativity are discussed.

Citation

Eriksen, M. and Beauvais, L.L. (2000), "Team diversity, cognition, and creativity", Advances in Interdisciplinary Studies of Work Teams (Advances in Interdisciplinary Studies of Work Teams, Vol. 7), Emerald Group Publishing Limited, Leeds, pp. 53-78. https://doi.org/10.1016/S1572-0977(00)07006-0