This session explores the nuanced role of cognitive diversity in team and organizational performance, focusing on contrasting perspectives and emerging research. Cognitive diversity, defined as variations in thought processes, perceptions, and information processing, is generally perceived as beneficial for team decision-making and organizational value, as supported by studies from McKinsey and Deloitte, amongst others. However, recent literature suggests that its effectiveness is context-dependent. For example, firms with an innovator strategy or those in less competitive environments may benefit less from cognitive diversity. This complexity is further highlighted in startup contexts, where the role of early joiners and non-founding employees becomes significant. Empirical studies, such as those by Sako, Qian, & Verhagen (2021), and theoretical models from the organizational learning literature, propose a reevaluation of decision-making processes and the importance of leveraging knowledge diversity. The session underscores the importance of recognizing cognitive diversity's nuanced impacts, particularly in startups and innovative environments.