Cognitive Inclusion Self-Audit We tend to hire people who share similar educational or professional backgrounds to existing team members.
Cultural “fit” is often prioritised over cognitive complementarity during recruitment.
Our hiring criteria include how a candidate thinks, not just what they’ve done.
We have explicit processes for evaluating different cognitive approaches or problem-solving styles.
We rarely consider how underrepresented thinking styles could add value to the team.
Certain voices dominate our meetings and decision-making processes.
People with more subtle, reflective or reserved communication styles struggle to be heard.
Team members feel comfortable expressing uncertainty or saying “I don’t know.”
We regularly use asynchronous or written formats to include different processing styles.
We create space for different types of contributions: analytical, intuitive, visual, emotional, systems-based, etc.
Speed and decisiveness are more valued than reflection and nuance.
We rarely question the framing of a problem before diving into solutions.
People who raise dissenting views are seen as blockers or negative.
We treat disagreement as a sign of rigour, not disloyalty.
People in this organisation can challenge assumptions without fear of repercussion.
Teams pause to consider what perspectives may be missing before finalising decisions.
We have systems or rituals in place to surface hidden or marginalised perspectives.
Leaders actively model openness to diverse thinking and admit when they’re wrong.
People feel their unique cognitive strengths are recognised and used purposefully.
Feedback loops include those who may not typically speak up in group settings.
Most people here can name their own cognitive strengths and blind spots.
We actively map team diversity in how we think, not just who we are.
We use language like “pattern thinker,” “systems lens,” or “contextual processor” in conversations about teams.
Our strategic conversations include a mix of analytical, intuitive, and emergent thinking.
We’ve done formal or informal work to understand and leverage neurocognitive diversity.
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