diversity

Diversity, true diversity, is required for the creation of novelty by an organization. This requires eschewing the harmony often sought in organizations in order to allow the conflict necessary to produce novelty. This requires handling conflict paradoxically, dealing simultaneously with conflicting views.

There is a systemic view of diversity, plurality, which focuses on diversity as essential for the novelty required for the 'top-down' definitionsnew and leadership and transformation of the organization. This systemic view is a kind of deliberate view of strategy formation<./define>.

The processes view of diversity positions diversity in the local conversations throughout the organization. From these local conversations, variation and novelty arise due to the micro-diversity, resulting in the transformation of the organization through its tendency for self-organization. This is an emergent view of strategy formation.