When the 1992 US Olympic Basketball “Dream Team” first assembled, coach Chuck Daly made an unconventional choice. Despite having superstars like Michael Jordan, Magic Johnson, and Larry Bird who played similar positions, he deliberately mixed up their playing time.
The conventional wisdom suggested keeping players with natural chemistry together. But Daly understood something deeper: basketball isn’t won by having five scoring specialists on the court. You need rebounders, defensive specialists, and playmakers.
The Dream Team’s success came from its diversity of skills, not just star power. While Jordan, Bird, and Johnson were all exceptional scorers, players like David Robinson’s defense, Karl Malone’s physicality, and John Stockton’s passing made them unbeatable.
This principle extends beyond sports. When Ray Dalio built Bridgewater Associates into the world’s largest hedge fund, he actively sought cognitive diversity. His research showed that teams with different thinking styles made better investment decisions than groups of like-minded analysts.
The trap of sameness is seductive. We gravitate toward people who think like us because it feels good. There’s less friction, more head nodding, and instant rapport. But that comfort often masks a critical weakness: blind spots multiply when everyone sees the world the same way.
True innovation and resilience demand cognitive friction. Different perspectives, uncomfortable questions, and alternative approaches aren’t just nice-to-haves – they’re essential for survival in a complex world.
When building a team, resist the urge to clone your best players. Instead, look for the missing pieces that make others better.
