Diverse networks can foster new ways of thinking by connecting you to people whose viewpoints, insights, resources, and lived experiences differ from your own.
Consider a 1985 study by Carnegie Mellon researcher Robert Kelley and Janet Caplan, who analyzed the characteristics of exceptional engineers at Bell Labs. According to their research, IQ didn’t explain the difference between top performers and average ones; star performers approached their jobs differently. The most-productive employees proactively developed relationships with other experts — and these networks were significantly more diverse than their average-performing colleagues’
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