There is a sweet spot between hiring people who are different from the norm but not so different that the culture does not accept them. One clear example comes to mind where I hired someone who pushed the envelope — just what we needed — but was ultimately let go because his “otherness” was seen as a negative by the wrong people. Previous employees and professional association colleagues also have played a contrarian role or brought a perspective that was outside of the rest of the group but were dismissed because of this.
To ensure that the differences are an asset instead of a liability, it helps to be clear from the start what you are looking for in your hire. If the hiring team (and those above them) agree that the organization needs someone to shake the status quo, ask the tough questions, offer perspectives that will be uncomfortable to hear, it’s helpful to return to that agreement when the new hire actually does those things.
People often say that they value someone who is different than they are but in the end, many revert to someone like themselves as it is often easier to dismiss the “other” rather than to integrate them into the culture and learn from the view they bring. Be intentional that it’s not the case with your organization.