How do executives compose teams? In addition to the skills required for the job, they often select by choosing individuals with identical characteristics. This approach, however, does not comply with the idea of diversity at all. Diversity and dissimilarity must also be shown to advantage in smaller groups. It is not about maintaining proven structures time and again. The crucial question is: what element is missing in a team and what characteristics will fill the gaps?
Consulting and training increasingly alert managers to teaming as they learn about opportunities for the development of heterogeneous teams.
In the context of retreats, employees deal with this issue as well. Differences are pin-pointed so that each individual gets to know and learns to exploit them. In this way, diversity contributes to success.
Another part of the agenda is the development of team strategies. How can the diversity of individual team members be effectively exploited?