For relatively simple tasks, homogeneous teams consistently performed more efficiently than heterogeneous ones. Apparently, what this study showed was that when you are surrounded by a bunch of “yes men” and “yes women,” you will be more efficient. You agree quickly and get things done.

However, according to Bowers and his team, in situations involving high-difficulty tasks, diverse groups consistently performed more effectively. That is, people who think differently could innovate better.  

This makes sense if you really think about it. Developing something new requires a wide range of thinking. Innovation demands a diversity of perspectives, disciplines and personalities. Having a group of people who think the same way only produces more of the same.  

However, given that opposites repel, partnering with people who are different than you is probably an unnatural act. If you are a dynamic, creative, freewheeling individual, you might find that a methodical planner will drive you crazy and their imposed deadlines may feel cumbersomeconstraining. 

This polarization hints at a useful mantra: The person you like the least, is the person you need the most.

Someone who is different than you may at times seem annoying. But this person is probably quite complementary to you. They have skills and perspectives that could provide balance and help you become more effective and innovative. They will challenge you, which is crucial to business success. 

As a small business owner, this concept is even more critical. You have a limited number of people within your organization. If you only hire people who “fit the mold,” you may find that you are being efficient, but you'll most likely hit a growth plateau.

Therefore, it is important to hire people who are unlike you. If your business is creative in nature (e.g., branding or advertising) make sure you hire those with a talent for planning and managing. If your business is operational in nature (e.g., manufacturing) ensure that you have people who are focused on innovation and growth.

One of the reasons for the dot-com bust was that too many creative individuals were launching interesting, yet impractical businesses. They got caught up in the idea but were less skilled in personally driving their businesses with data, processes, and goals. Had they done this, through the help of a co-leader who was more practical, many more companies would have survived. Or perhaps they would not have been launched in the first place.

Successful small businesses embrace divergent thinking. They recognize that creative tension, when harnessed properly, will help them grow in the long run. Does your organization suffer from “chronic sameness?” If so, it might be time to bring in people who can stir things up. This is the key to innovation.

Stephen Shapiro is the author of Personality Poker: The Playing Card Tool for Driving High Performance Teamwork and Innovation (Penguin Portfolio).  You can read over 500 articles at SteveShapiro.com,  play the free Personality Poker video game, or follow him on Twitter.