Susan T. Bell’s 2007 study is one of the most fascinating studies on teams and styles I have ever seen. It’s a meta-analysis, published in the Journal of Applied Psychology, that compiled two decades of research on what truly drives team performance. Instead of focusing on diversity factors such as age, gender, or ethnicity, Bell examined a more subtle and predictive dimension: personality, values, and attitudes.
This wasn’t a single experiment in one company; it was a meta-analysis of dozens of studies across various industries and settings, involving hundreds of teams over 20 years. The goal was simple: identify patterns that persist over time.
What she studied was incredibly illuminating. How diversity presents itself early in a team’s life versus later, how similar or different people are in their thinking and decision-making, and how these differences influence performance, communication, conflict, cohesion, and satisfaction.
Initially, teams with deep-level diversity face more challenges—lower cohesion, more friction, greater misunderstandings. Homogeneous teams often appear more harmonious initially because members think alike and act more quickly.
- A team of Eagles will move quickly and push hard, possibly overlooking risks or blind spots.
- A team of Owls will think deeply and plan carefully, but may slow down when quick decisions are necessary.
- A team of Parrots will generate energy and ideas, but may struggle to follow through.
- A team of Doves fosters trust and harmony but may avoid difficult decisions.
None of these approaches are wrong. Each addresses different challenges. Problems arise when one style dominates while others are absent or ignored.
But over time, the trend reverses. Teams with diverse personalities and perspectives consistently outperform homogeneous teams. They tackle more complex problems, make better decisions, and produce more innovative ideas. Teams that appear aligned initially tend to plateau, recycle familiar ideas, and struggle when faced with tougher tasks.
The key difference lies in how the team manages the tension. Teams that value differences, communicate effectively, and adapt their behaviors unlock the benefits of diversity. Teams that ignore or suppress these differences never do.
Bell’s research makes one thing clear: diversity alone doesn’t make a team strong. Integration does. Leaders who understand how different styles think, decide, and contribute can turn early conflicts into long-term advantages.
Strong teams aren’t built by finding people who agree. They’re forged by helping those with different views learn to work together.
About Merrick Rosenberg
Merrick Rosenberg is the creator of the Eagle, Parrot, Dove, and Owl personality framework and author of Personality Intelligence: Master the Art of Being You. As an award-winning speaker and founder of Take Flight Learning, Merrick has helped hundreds of thousands of people unlock the power of personality styles to transform their communication, leadership, and relationships. He’s on a mission to make self-awareness accessible, fun, and unforgettable.
