Tug of War

Research suggests we make better decisions in diverse groups than in homogeneous ones, but we feel less confident in those decisions. Why? In Tug of War we hear about a newly appointed CEO and her experience of having her responsibilities seemingly pulled from her grasp—by a large and cumbersome board. Instead of the CEO and board benefitting from their different perspectives, we see an example of how difference—can be straight-up—difficult.

"The interpersonal conflicts were indicators that some sort of mediation needed to occur. The future of our organization depended on the health of the relationships when we were working together."