Clever teams normally work on complex tasks, because if they weren’t so difficult, you wouldn’t need a clever team. Working on these tasks tends to produce high levels of team cohesion. Yet, when we examine these teams, we learn that they need volatility and high levels of cognitive conflict. Also, creativity increases with diversity and declines with sameness. They need serendipity. Finally, they need very complex interfaces. You want these groups to be outward facing and interfacing with other people in your organization. All of this combines to make the ability to lead clever teams a really significant skill.
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