The diversity hypothesis: A rapid scoping review of diversity and scientific output and impact in the natural and social sciences

Wilson, Samuel

Introduction

Claims about the value and benefits of diversity^Footnote 1have proliferated in recent decades, becoming a contemporary secular credo that animates the spirit of almost all elite institutions of the English-speaking world. Consider, for example, President Bill Clinton’s proclamation, in his State of the Union Address, that “we must never, ever believe that our diversity is a weakness—it is our greatest strength” (Clinton, 1997). Nowadays, such contentions about the value and benefits of diversity—what we refer to as the “Diversity Hypothesis”—are commonplace, even axiomatic.

However, in contemplating the meaning and effects of diversity, it is important to note that ‘diversity’ is not a single fixed concept but something that can be understood in two distinct ways. For instance, as argued by Mogilski et al. (2025), diversity can refer to diversity in demographic makeup and identity, with an emphasis on including underrepresented groups within positions of power, or it can refer to diversity of perspective.

In the context of workplaces and fields of inquiry, the contexts most relevant to the present review, the Diversity Hypothesis is arguably manifest most prominently in the cognitive or informational Diversity Hypothesis (Mello & Rentsch, 2015) that posits that teams whose members vary in terms of their perspectives, thinking styles, knowledge, skills, values, and beliefs (i.e., diversity of perspective or viewpoint) are more likely to generate unique ideas and find more creative solutions to complex problems than homogenous teams. Consistent with this, popular science writers such as Scott E. Page (2007, 2019) contend that groups of people with diverse perspectives, heuristics and interpretations systematically outperform groups composed of the “best” individual performers, with additional claims that this viewpoint diversity ultimately stems from identity diversity (e.g., demographic differences, such as gender and race).

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Ian Kimgsbury:

Nicholas Kristof: “Research suggests” diverse teams outperform groups of the best individual problem-solvers.

A new review finds scant evidence for that claim.

Turns out Kristof’s diversity science is about as credible as his Israeli rape-dog story.