Why Building Diverse, Small Teams (and Including the Troublemaker) Spurs Stronger Results

Often, project teams default to the same roles or people—designers design, engineers build, managers manage. Yet repeated studies and real-world successes show that true breakthroughs come when diverse perspectives meet, and even clash. Sprints are structured for small, cross-functional teams; seven is the magic number for balance—enough brains to be powerful, not so many that you lose focus.

One effective addition is the 'troublemaker'—the person who questions assumptions and points out flaws. Including this person can feel risky, but their perspectives can keep the group honest, surface overlooked pitfalls, or provoke new ideas. In one instance, inviting a contrary sales manager shifted an entire product map, exposing weaknesses that the leadership team alone had missed.

Groups that deliberately mix roles (designer, engineer, marketer, customer support, finance) and invite disagreement generate richer, more durable solutions. Behavioral science confirms that psychological safety—trusting you can be honest—combined with cognitive diversity, makes teams more creative, accountable, and ultimately high-performing.

Build your next sprint or project team with a mix of different roles—not just the usual suspects. Cap the group at seven for flexibility, and be brave enough to invite a strong-minded or dissenting person whose perspective might initially ruffle feathers. By gathering this mix, you’re not just ticking boxes; you’re fueling original solutions and heading off blind spots. Try it, and see how decisions become clearer and your results improve.