Henry Jenkins, interviewed by Ethan Zuckerman:
"Near the end of the book, you discuss “cognitive diversity” and its value in contemporary organizations. How do you define this concept? In what sense is it different from “Identity diversity”? What steps can organizations take to foster and sustain greater “cognitive diversity” in their operations?
HJ: Cognitive diversity and identity diversity have some common ground, but do not fully overlap. Cognitive diversity recognizes different ways of thinking about problems and tends to track to differences in cultural upbringing and education. Two people who have different ethnic and religious backgrounds might think very similarly if they were raised in the same geographic community and attended the same set of schools and trained in the same ways.
Near the end of Rewire, I argue that teams benefit from cognitive diversity and may need to look for it both through identity diversity and above and beyond identity diversity. This likely requires changing how we recruit talent, looking at broader pools of individuals with different paths towards qualification. It also means making a commitment towards building teams to encourage diversity and accepting some conflict over more comfortable, homophilous teams, possibly trading some degree of comfort and harmony for creative tension."(http://henryjenkins.org/2014/02/digital-cosmopolitans-an-interview-with-ethan-zuckerman-part-two.html)