Cognitive Diversity Routing

2017 ◽  
pp. 141-191
Keyword(s):  
Cognitive Diversity

Internal Difficulties in Defending the Method of Cases, and the Claim of Continuity

2017 ◽  
Author(s):  
Avner Baz
Keyword(s):  
Cognitive Diversity ◽  
Method Of Cases

The chapter examines Timothy Williamson’s and Herman Cappelen’s attempts to defend the method of cases in its traditional, “armchair” form, against the “cognitive diversity” and “calibration” objections. The aim of the chapter is to continue the work of Chapter One of exposing the internal difficulties that have presented themselves for those wishing to defend the method, and to begin to work toward establishing the book’s basic contention that the method of cases rests on substantive and (therefore) challengeable presuppositions about language. More specifically, the chapter argues that Williamson’s and Cappelen’s defense of the method rests entirely on the claim of continuity between our employment of words outside philosophy and what we do with them when we ask the theorist’s questions and give our answers to them.

scholarly journals Innovative Work Behavior—A Key Factor in Business Performance? The Role of Team Cognitive Diversity and Teamwork Climate in This Relationship

2021 ◽  
Vol 14 (4) ◽  
pp. 185
Author(s):  
Nadežda Jankelová ◽  
Zuzana Joniaková ◽  
Juraj Mišún
Keyword(s):  
Business Performance ◽  
Main Tool ◽  
Work Behavior ◽  
Cognitive Diversity ◽  
Staff Perceptions ◽  
Innovative Work Behavior ◽  
Positive Effects ◽  
Key Factor ◽  
Innovative Work

The aim of our paper is to examine whether the support of innovative work behavior by management is positively related to business performance and at the same time, whether this relationship is mediated by the teamwork climate and cognitive diversity of teams. Cognitive diversity is defined as differences in knowledge and perspective, which arise from professional diversity and account for its positive effects. A teamwork climate represents staff perceptions of collaboration between personnel. Business performance is defined by the level of sales. Our sample consisted of 211 managers of companies operating in Slovakia, and data collection took place in the form of a questionnaire. The main tool for examining the mechanism of operation of the investigated relationships is mediation using regression analysis and the Sobel test to determine the significance of the indirect effect of mediation variables. The findings point to a significant direct relationship between the innovative work behavior of company employees and business performance. The intensity of this relationship can be partly influenced by promoting cognitive diversity, especially in the area of knowledge and ways of thinking. The significant role of a teamwork climate was not demonstrated in the examined model.

scholarly journals Enabling Sustainable Organizational Change: A Case of Cognitive Diversity in the Automotive Industry

2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Tonja Blom ◽  
Yvonne du Plessis ◽  
Hamid H Kazeroony
Keyword(s):  
Organizational Change ◽  
Single Case ◽  
Research Question ◽  
Diversity Management ◽  
Change Implementation ◽  
Cognitive Diversity ◽  
Single Case Study ◽  
Niche Theory ◽  
Implementing Change

In diverse societies such as South Africa, organizations continue to face inclusion challenges when implementing change. This study proposes a different method and new dimension of diversity management within the cognitive diversity construct, namely human niche theory, to tackle the diversity dilemma of exclusivity. The research question asked whether human niche theory, as a defined concept within cognitive diversity, could be utilized by managers to enable inclusion and promote sustainable organizational change implementation. Conceptually, this paper relates human niche theory to seven themes in the change process, namely, communication, training, motivation, resources, control, monitoring, and feedback. An exploratory single case study in a multicultural South African automotive organization that implemented a company-wide technology change project was used as a unit of analysis. The single case study revealed a new understanding of change implementation processes using the human niche theoretical framework related to radical technological change implementation. Data collection included in-depth interviews, focus group sessions, solicited company data, field notes, and observations. Content and comparative data analysis were used to present findings. This research showed that managers’ awareness of human niche theory in terms of cognitive diversity could assist in managing diversity, enabling inclusion, and change effectiveness in the organization, while minimizing emotional exclusion.

Second Mechanism of Democratic Reason: Majority Rule

2012 ◽  
Author(s):  
Hélène Landemore
Keyword(s):  
Majority Rule ◽  
Cognitive Diversity ◽  
Condorcet Jury Theorem ◽  
Fine Grained ◽  
Model Based ◽  
Jury Theorem ◽  
The Right

This chapter argues that majority rule is a useful complement of inclusive deliberation, not just because majority rule is more efficient timewise, but because it has distinct epistemic properties of its own. It also stresses that majority rule is best designed for collective prediction—that is, the identification of the best options out of those selected during the deliberative phase. Of all the competing alternatives (rule of one or rule of the few), majority rule maximizes the chances of predicting the right answer among the proposed options. The chapter considers several accounts of the epistemic properties of majority rule, including the Condorcet Jury Theorem, the Miracle of Aggregation, and a more fine-grained model based on cognitive diversity.

Using Causal Mapping to Uncover Cognitive Diversity within a Top Management Team

2005 ◽  
pp. 203-232 ◽  
Author(s):  
David P. Tegarden ◽  
Linda F. Tegarden ◽  
Steven D. Sheetz
Keyword(s):  
Firm Performance ◽  
Top Management Team ◽  
Black Box ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Cognitive Diversity ◽  
Causal Mapping ◽  
And Cluster Analysis ◽  
Cognitive Factions

The cognitive diversity of top management teams has been shown to affect the performance of a firm. In some cases, cognitive diversity has been shown to improve firm performance, in other cases, it has worsened firm performance. Either way, it is useful to understand the cognitive diversity of a top management team. However, most approaches to measure cognitive diversity never attempt to open the “black box” to understand what makes up the cognitive diversity of the team. This research reports on an approach that identifies diverse belief structures, i.e., cognitive factions, through the use of causal mapping and cluster analysis. The results show that the use of causal mapping provides an efficient and effective way to identify idiosyncratic and shared knowledge among members of a top management team. This approach allows the cognitive diversity of the top management team to not only to be uncovered, but also to be understood.

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