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Seeing all of us comprise, inhabit, and are immersed in [[complex system]]s ''all the time'' — merely [[complicated system|complicated]] or [[simple system]]s are highly unusual over the run of human discourse<ref>Artificial zero-sum contests like [[Chess|Games]] and sports are obvious exceptions, as is theoretical (but not practical) science.</ref> — this isn’t just airy-fairy management babble to put out on the corporate Twitter feed on Pride Day. | Seeing all of us comprise, inhabit, and are immersed in [[complex system]]s ''all the time'' — merely [[complicated system|complicated]] or [[simple system]]s are highly unusual over the run of human discourse<ref>Artificial zero-sum contests like [[Chess|Games]] and sports are obvious exceptions, as is theoretical (but not practical) science.</ref> — this isn’t just airy-fairy management babble to put out on the corporate Twitter feed on Pride Day. | ||
Yet our institutions — even those with a [[Humble|humble-bragging]] D&I directorate — are singularly resistant in practice to this idea. [[Legal department]]s are populated not just by lawyers, but by lawyers educated at Russell Group universities and trained at [[magic circle law firm|magic circle]] firms, at which they have had a singular, batshit crazy, view of the world beaten into them. There are no [[Behavioural psychology|behavioural psychologists]], no marketers, no [[Complexity theory|complexity theorists]] among them. All of these disciplines have meaningful things to say about the management of contractual relations. There may be a [[chief operating officer]], but she will be an accountant with an MBA. She will fret that there are too many men in management roles, as if a few more female Russell Group graduate, [[Allen & Overy]] alumni would make any difference. | Yet our institutions — even those with a [[Humble|humble-bragging]] D&I directorate — are singularly resistant in practice to this idea. [[Legal department]]s are populated not just by lawyers, but by lawyers educated at Russell Group universities and trained at [[magic circle law firm|magic circle]] firms, at which they have had a singular, ''batshit crazy'', view of the world beaten into them. There are no [[Behavioural psychology|behavioural psychologists]], no marketers, no [[Complexity theory|complexity theorists]] among them. All of these disciplines have meaningful things to say about the management of contractual relations. There may be a [[chief operating officer]], but she will be an accountant with an [[MBA]]. She will fret that there are too many men in management roles, as if a few more female Russell Group graduate, [[Allen & Overy]] alumni would make any difference. | ||
Homogeneity risks | ===Homogeneity risks=== | ||
*[[ | *'''[[Groupthink]]''': A homogenous group is more likely to go with the flow, and develop a [[hive mind]], since each participant in the group will recognise, and ''expect'', equivalent value and expertise across the cohort, will expect it to reflect her own values and expertise, and will therefore be disinclined to challenge. | ||
*Inability to produce alternative solutions: if everyone around the table came from McKinsey, they’ll tend to apply the same techniques and approach problems the same way | *Inability to produce alternative solutions: if everyone around the table came from McKinsey, they’ll tend to apply the same techniques and approach problems the same way | ||
Cultural | Cultural | ||
{{sa}} | |||
*[[Complexity]] | |||
{{ref}} | |||