Diversity, Innovation, and Canned Soup‪.‬ Wavell Room Audio Reads

In light of a number of somewhat braying articles1 in the mainstream media suggesting excessive 'wokeism' is rife within the military, it seemed an opportune moment to investigate many of the claims of Defence surrounding the topic of Diversity and Inclusion.
By and large, there are now two common uses of the term 'diversity':
The first, more traditional usage is an indication of variety, used such as when highlighting the unrivalled diversity of life within the Amazon rainforest, or the splendid diversity of Heinz' current soup range.
The second, social definition, employed more formally by Defence within this context, refers to an action, being "the recognition of differences between individuals or groups".
In relation to this latter definition, a second element is attached, that of 'inclusion', which the organisation characterises as "the effect of good diversity management ensuring that all individuals, no matter what their unique differences feel they belong [and are therein able to contribute effectively] to the wider team." A prudent step, given that recognition alone without action would amount to no change.
Combined, Diversity and Inclusion within this context therefore seek to optimise the relationships (through inclusion) between all the members of the force, based off understanding and acknowledgement of each individual's identified differences (Diversity). In this sense, diversity is seen as a start state, and inclusion a vehicle of action by which to optimise it.
Challenges?
This dual meaning of the word presents challenges when discussing diversity, as the two meanings are frequently conflated, or employed as if synonymous, which they are clearly not. For the sake of clarity this article almost exclusively refers to diversity in the traditional sense, referring to the prevalence of numerous assorted entities.
The 'Defence Diversity & Inclusion Vision' sees "Defence harness[ing] the power of difference to deliver capability that safeguards our nation…". In so doing Defence relies upon variation to exploit a fundamental assumption: that 'difference' (traditional diversity) is 'powerful' (beneficial).
This assumption is frequently rolled out within the often-used sentiment, or indeed statement, that 'diverse teams produce better results', that 'diversity and Inclusion are operationally essential', or any of the other combinations of similar words to the same effect.
The benefits of diversity
This article investigates the veracity of that assumption, finding, as one might expect, that 'it's a bit more complicated than that', and that actually, poorly managed diversity can be a net negative. In so doing, a large number of academic studies have been interrogated to form this image, spanning numerous categories of diversity, including race, sex, ability, age, culture, cognition, education and nationality.
In making a generalised and reductive summary the author acknowledges that some nuance between specific groups will inevitably be lost, however has endeavoured to summarise the literature fairly thus:
There are many, many benefits of diversity within teams, but also numerous downsides that should not be ignored.2 Most significantly, diverse teams typically3 outperform homogenous groups in finding optimal solutions to complex problems, especially those that require creative or innovative solutions.4 Whilst this sounds ideal, you still have to pay the piper somewhere, and the compromise is that the more diverse a team, the less effectively it communicates.
Finding the 'sweet spot' can be challenging.5 Extremely diverse teams, being less cohesive and less coherent, are harder to control, and often take longer conducting both complex and simple tasks as a result. This all makes pretty logical sense, as people with increasingly different perspectives may proportionally struggle to understand each other.
By contrast, homogenous teams are generally much more effective at completing simple tasks or those with a clear, di