
Discover why NASA, Disney, and Nike use the FourSight System. "Good Team, Bad Team" analyzes 6 million data points to reveal why some teams excel while others implode. Can understanding cognitive diversity really transform your team's performance? The answer might surprise you.
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Have you ever sat in a meeting where everyone seemed to be talking past each other, even though you were all supposedly discussing the same problem? Where one person kept asking for more data while another wanted to brainstorm wild ideas, and a third person just wanted everyone to stop talking and start doing something? That frustration isn't a personality clash-it's something far more fundamental. We all approach problems through different cognitive lenses, speaking different "thinking languages" without realizing it. Some of us need to fully understand a challenge before moving forward. Others want to generate possibilities immediately. Some prefer to carefully refine solutions, while others just want to get things done. When these different thinkers collaborate without understanding each other's languages, even the smartest teams make surprisingly dumb mistakes. Every complex problem requires four distinct types of thinking to solve effectively. First, we need **Clarifiers**-the people who want to understand challenges thoroughly, asking questions and gathering information before proceeding. They're factual, focused, and deliberate, though sometimes they suffer from "analysis paralysis." Then come **Ideators**-the adventurous, spontaneous thinkers who generate possibilities and see big pictures, though they can get distracted chasing new ideas. Next are **Developers**-reflective, cautious planners who optimize solutions by weighing options carefully, sometimes getting stuck pursuing perfection. Finally, **Implementers** drive action with persistence and decisiveness, though they sometimes rush ahead before the plan is fully formed. Here's the catch: while we need all four types to solve complex problems, most people naturally prefer just one or two. We gravitate toward those who share our preferences, which means we often avoid the very people who could help us most. A Sydney HR firm discovered this painfully when LinkedIn launched in Australia. Of their 41 managers, 38 preferred implementation thinking-everyone was busy executing while almost no one was scanning for market disruptions or generating innovative responses. Their revenue plummeted because their entire leadership team spoke the same cognitive language, creating a massive blind spot.
Desglosa las ideas clave de Good Team, Bad Team en puntos fáciles de entender para comprender cómo los equipos innovadores crean, colaboran y crecen.
Destila Good Team, Bad Team en pistas de memoria rápidas que resaltan los principios clave de franqueza, trabajo en equipo y resiliencia creativa.

Experimenta Good Team, Bad Team a través de narraciones vívidas que convierten las lecciones de innovación en momentos que recordarás y aplicarás.
Pregunta lo que quieras, elige la voz y co-crea ideas que realmente resuenen contigo.

Creado por exalumnos de la Universidad de Columbia en San Francisco
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Creado por exalumnos de la Universidad de Columbia en San Francisco

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