In today’s highly competitive and complex business environment, teams serve as the core units for invention and value creation, and the way they are built directly impacts organizational performance and long-term sustainability. The tension between differentiation and homogenization among team members is a common and challenging issue in management practice. On the one hand, differences in skills and backgrounds can bring rich resource complementarity and innovative energy, achieving a “1 + 1 > 2” synergy effect. On the other hand, cognitive differences may lead to communication barriers, conflicts of interest, and collaborative friction, undermining team stability and efficiency. Conversely, members with highly aligned cognition may find it easier to reach consensus, but they often lack the drive for breakthrough collaboration, making it difficult to meet the demands of rapid organizational change. This chapter systematically analyzes the advantages and disadvantages of differentiated versus homogeneous team members, and explores how corporate culture, rules and regulations, and incentive mechanisms can be leveraged to resolve conflicts and enhance cohesion, aiming to provide theoretical guidance and practical insights for managers to achieve a dynamic balance between differentiation and homogenization in team building.