Often managers are not brave enough to cope with a person with significant differences with respect to the team's culture.
If you hire this person, you must be ready to deal with other managers and other team member's reaction. If they trust you and you trust your ability to work with the person, then it can be an enriching experience (for instance, an outspoken person will make manifest a lot of the problems your team may have, and that others would ignore)
In the end, it's not just about that particular person, and rather about the whole group dynamics. A particular person's qualities & defects may well be mitigated by other persons's qualities & defects.
(In particular I dislike the default behaviour that team have which is not to deal with cultural or behaviourable differences at all, and only look for homogeneity. It's pure lazyness)
Comments
Often managers are not brave enough to cope with a person with significant differences with respect to the team's culture.
If you hire this person, you must be ready to deal with other managers and other team member's reaction. If they trust you and you trust your ability to work with the person, then it can be an enriching experience (for instance, an outspoken person will make manifest a lot of the problems your team may have, and that others would ignore)
In the end, it's not just about that particular person, and rather about the whole group dynamics. A particular person's qualities & defects may well be mitigated by other persons's qualities & defects.
(In particular I dislike the default behaviour that team have which is not to deal with cultural or behaviourable differences at all, and only look for homogeneity. It's pure lazyness)