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w w w . C A N A D I A N L a w y e r m a g . c o m F E B R U A R Y 2 0 1 7 19 brainstorming, making collective judgments and negotiating over limited resources" (doesn't that sound like the work of lawyers in a firm?). Some groups were able to perform the initial tasks with ease and move on to other, more progressively complicated tasks. Other groups had difficulty completing the initial cognitive tasks. The researchers from the Massachusetts Institute of Technology and Carnegie Mellon University repeated these tests using almost 700 individuals in small groups and found patterns as to which groups struggled while others progressed. What differentiated the groups that moved forward compared to the groups that were stuck on the easier initial tasks? The researchers found that the groups that succeeded had greater "collective intelligence" in that they (1) were more socially sensi- tive in their ability to read tacit social cues, (2) were more likely to allow all members of the group to speak and voice opinions and (3) included women. This is consistent with the fact that women scored higher in the social sensitivity test. This research supports not only the view that gender diversi- ty propels organizational performance due to the varying expe- riences and knowledge but that gender diversity helps enhance group performance through better interpersonal dynamics such as security, self-confidence, respect, safety and the free- dom to experiment. It is not surprising that a variety of studies on ethnocultural and racial diversity among decision-makers and teams have reached similar conclusions, finding higher levels of innovation and creativity. The greater the number of people in an organiza- tion who have different lived experiences, the greater the num- ber and quality of different ideas and solutions. In the words of Nobel laureate Dr. Linus Pauling, described as "one of the 20 greatest scientists of all time" by New Scientist magazine, the "best way to have a good idea is to have a lot of ideas." Why was this difficult to grasp for my colleague who inspired this commentary? Innovation and lawyers While innovation is occurring at the most rapid pace it ever has, for most of human history, change has come at a relatively glacial speed. Often in business when large-scale innovation woke from its slumber, it was only tended to as one would tend a finely pruned bonsai tree. It was carefully curated, contem- plated and digested before the idea was available to the masses through the market. Some revolutionary changes were likely stumbled upon (fire comes to mind) while others resulted from great individual thinkers pondering and contemplating over weeks, months and years (C.V. Raman, Hedy Lamarr, Tagore, Plato). From our ear- liest days, we are nudged toward this "great thinker" model of innovation and creativity. People are bombarded with histori- cal notions of "lone wolves" striking brilliance by themselves over a manuscript by candlelight or soldering circuit boards in their parent's garage. On its own, the rationale behind the "great thinker" model is problematic and often antithetical to how new ideas, approaches and services come to be. It is no wonder that we don't seem to inherently equate innovation as a collaborative effort among many with differing ideas, opinions and backgrounds. As lawyers, we often think of ourselves as functioning in such a vacuum despite the fact that we often work with many associates, partners and support staff or in-house in legal teams. Our profession sometimes relies on this romanticized view of professional individuality to rationalize how we think the legal world operates and should operate. Diversity + inclusion = innovation An essential, and often overlooked, component is that a diversi- ty of voices from a variety of experiences and backgrounds can only be harnessed if those voices are given value, are heard and included in decision-making. When people from historically oppressed groups attempt to share their thoughts and solutions, there must be an authentic readiness to unreservedly hear, listen and engage those thoughts. If a workplace culture discriminates and fails to be respectful and inclusive, substantial barriers to the communication of ideas often render the organizational diversity ineffective. By sustaining diversity efforts, on the one hand, and diminishing inclusion on the other, your workplace will shift only negligibly closer toward being an innovation powerhouse. As such, the seeds of creativity only germinate and prosper in the soil, water and sunlight of inclusive and diverse workplace cultures. Naveen Mehta is general counsel to UFCW Canada and a mem- ber of Legal Leaders for Diversity and Inclusiveness. © 2016 Thomson Reuters Canada Limited 00240PK-84627-CE Available risk-free for 30 days Order online: www.carswell.com Call Toll-Free: 1-800-387-5164 | In Toronto: 416-609-3800 Order #987084-65203 $118 Softcover approx. 1180 pages November 2016 978-0-7798-7084-4 Annual volumes available on standing order subscription Muiltiple copy discounts available Shipping and handling are extra. Price(s) subject to change without notice and subject to applicable taxes. New Edition Consolidated Native Law Statutes, Regulations and Treaties 2017 Consulting Editor: Jack Woodward, Q.C. This new edition features new legislative enactments and updates to reflect all amendments to the provisions of the relevant legislation and treaties in Aboriginal Law, including the following: • Amendments to the First Nations Elections Act, S.C. 2014, c. 5 • Amendments to the First Nations Fiscal Management Act, S.C. 2005, c.9 • Amendments to the First Nations Goods and Services Tax Act, S.C. 2003, c.15 • Amendments to the First Nations Land Management Act, S.C. 1999, c. 24 • Amendments to the Fisheries Act, R.S.C. 1985, c. F-14 • Amendments to the Specific Claims Tribunal Act, S.C. 2008, c. 22 • Amendments to the Indian Bands Council Elections Order, SOR/97-138

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