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When Diversity Delivers—and When It Doesn’t

IEEE Spectrum’s Q&A with Scott Page, author of The Diversity Bonus

4 min read
photo of diverse group meeting
Photo: Getty Images

photo of diverse group meetingPhoto: Getty Images

One of the responses that often comes up when diversity is discussed is the assertion that for best results the focus of employers should simply be on finding the best possible individuals, regardless of any other consideration one way or the other. In his new book, The Diversity Bonus: How Great Teams Pay Off in the Knowledge Economy (Princeton University Press), Scott Page investigates under what circumstances this assertion is valid, and when it can actually result in worse performance. IEEE Spectrum senior editor Stephen Cass talked to Page—the Leonid Hurwicz Collegiate Professor of complex systems, political science, and economics at the University of Michigan—about his work:

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Asad Madni and the Life-Saving Sensor

His pivot from defense helped a tiny tuning-fork prevent SUV rollovers and plane crashes

11 min read
Asad Madni and the Life-Saving Sensor

In 1992, Asad M. Madni sat at the helm of BEI Sensors and Controls, overseeing a product line that included a variety of sensor and inertial-navigation devices, but its customers were less varied—mainly, the aerospace and defense electronics industries.

And he had a problem.

The Cold War had ended, crashing the U.S. defense industry. And business wasn’t going to come back anytime soon. BEI needed to identify and capture new customers—and quickly.

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