diversity+inclusion=innovation (tnshrm)
Post on 17-Oct-2014
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slides from a presentation by joeTRANSCRIPT
#TNSHRM
diversity+inclusion=innovation (putting cognitive diversity to work)
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MT
engineers
MT
management
MT
engineers
MT
management
MT
engineers
NASA
management
MT
management
MT
engineers
NASA
management
Tuesday
morning
January
28th
1986
MT
management
MT
engineers
NASA
management
Can we have
a minute?
MT
management
NASA
management
consider
decision
making in
your org… 1 - 10
What
makes it
better?
c
o
g
n
i
t
i
v
e
The extent to which
the group reflects
differences in
knowledge, including
beliefs, preferences
and perspectives.
-Miller, et al (1998) Strategic Management Journal
d
i
v
e
r
s
i
t
y
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
persistent
planner
organized
disciplined
detailed
practical
passionate
cooperative
empathetic
expressive
harmonizing
responsive
-Ned Herrmann
Solving technical problems
Analyzing complex issues
Logical approach
Interpersonal aspects of situations
Ice breakers
Socializing in meetings
Conceptualizing
Innovating
Seeing the big picture
Routine Meetings
Details
Structure
Expressing ideas
Understanding group dynamics
Team building
Logic ahead of feelings
No interaction with people
Implementing ideas
Developing plans
Follow-up and completion
“Blue Sky” thinking
Not following the rules
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Cerebral Mode (abstract & intellectual thought)
Limbic Mode (concrete and emotional processing)
Left
Mode R
ight M
ode
ANALYZE
ORGANIZE
STRATEGIZE
PERSONALIZE
analytical
rational
realistic
factual
logical
definitive
risk taker
creative
flexible
synthesizer
conceptual
intuitive
persistent
planner
organized
disciplined
detailed
practical
passionate
cooperative
empathetic
expressive
harmonizing
responsive
-Ned Herrmann
bringing information in
sharing information
making meaning from
information
quality decision making
creative problem solving
innovation
fully utilizing talent
The Social Origin of Good Idea -Ronald Burt, University of Chicago
Teams with greater training and
experiential diversity introduce
more innovations. “Management Team Tenure and Organizational
Outcomes” Finkelstein, Hambrick (1999)
Administrative Science Quarterly
&
“Management and Innovation” Bantel, Jackson (2002)
Strategic Management Journal
MBA
Harvard University
100 people
MBA
Harvard University
100 people
team #1
MBA
Harvard University
100 people
team #1
team #2
MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits
who
how
These theorems that when
solving problems, diversity
can trump ability and that
when making predictions
diversity matters just as much
as ability are not political
statements. They are
mathematical truths.
-Scott Page
What’s in the toolbox?
•perspectives
•heuristics
•equifinality
perspectives
Perspectives are ways of
representing situations
and problems, how we
organize knowledge.
what do you see?
who
counting spending
saving helping
who
financial strategic
tactical people
who
earnings diversity
market share human capital
who
get lost get funding
get insurance get lucky
Do you seek out other perspectives?
peers other departments
customers other organizations
other professions & industries
heuristics
Heuristics are ways of
generating solutions.
Heuristics can vary in their
sophistication, and they can be
immediate reactions to
situations or simple rules of
thumb.
…if you do not
know the answer,
choose “C”
please add these numbers…
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
…but how did you do it?
Draw a 9 dot matrix on a blank
paper …
Draw a 9 dot matrix on a blank
paper …
Without lifting your pencil from
the paper, draw exactly four
straight, connected lines that will
go through all nine dots, but
through each dot only once.
None of us is as
smart as all of us. -Ken Blanchard
equifinality
The belief that a given
result can be achieved
many different ways.
going from point a to point b
Are there multiple
ways to get there…or
is there one “right”
way?
so…
perspectives are how we see things
(problems and opportunities)
heuristics are how we approach or
solve them
equifinality is how open we are to
considering other perspectives and
heuristics
If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-General George S. Patton
who
how
dysfunction
dysfunctional disagreement
dysfunctional agreement
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental Social Psychology
Minority dissent, even dissent
that is wrong, stimulates
divergent thought. Issues and
problems are considered
from more perspectives and
group members find more
correct answers.
-Nemeth, Staw (1989) Advances in Experimental Social Psychology
Dissent is closely
associated with
higher quality in
strategic decision
making.
-Dooley, Fryxell (1999) Academy of Management Journal
Exposure to minority
dissent increases
individual courage to
resist group pressures
to conformity.
-Nemeth, Chiles (1988) European Journal of Social Psychology
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always
disagree lack of
trust
personal
conflict
us vs.
them
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always
disagree lack of
trust
personal
conflict
us vs.
them
always
agree lack of
honesty
meeting
after the
meeting
us vs.
them
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot
sweet spot
agree & disagree
agree & disagree
explicit agreements
agree & disagree
explicit agreements
inquiry vs. advocacy
agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
meta conversations
agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
meta conversations
high difference
low difference
high interaction
learning growth
self-organization
stress conflict
exhaustion
celebration reinforcement
energy
low productivity wasted energy
factions
low interaction
reflection safety
clearing the decks
isolation misunderstanding
frustration
comfort belonging
rest and recovery
boredom stagnation
death Difference Matrix
Glenda Eoyang HSDI
high difference
low difference
high interaction
move to low difference: Tell a joke.
State a shared value or belief. Share personal experience. Pick a low difference topic.
move to low interaction:
Stop communicating. Leave the area. Explain yourself.
Pick a low communication topic.
low interaction
move to high interaction: Ask a question.
Use another medium. Listen more.
Pick a high communication topic.
move to high difference:
Amplify little differences Play devils advocate
Pick a high difference topic
Difference Matrix
Glenda Eoyang HSDI
who
how
social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past six months, who are the
people with whom you
discussed matters important to
you?
social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most
important for getting your work
done?
social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would
be influential for getting it
approved or obtaining the
resources you need. Who would
you talk to, to get the support
you need?
social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at home, going to social events,
out for meals and so on. Over
the last 6 months, who are the
main people with whom you
have socialized informally?
Where do good ideas come
from? That is simple…from
differences. Creativity comes
from unlikely juxtapositions.
The best way to maximize
differences is to mix ages,
cultures and disciplines.
-Nicolas Negroponte, founder MIT Media Lab
thank you!
www.joegerstandt.com
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www.facebook.com/joegerstandt
402.740.7081
resources • The Difference: How the Power of Diversity
Creates Better Groups, Firms, Schools, and Societies | Scott Page
• The Wisdom of Crowds | James Surowiecki
• A Whole New Mind | Daniel Pink
• The Medici Effect | Frans Johansson
• The Geography of Thought | Richard Nisbett
resources • Achieving Success Through Social
Capital: Tapping Hidden Resources in Your Personal and Business Network | Wayne E. Baker
• The Whole Brain Business Book Ned Herrmann
• Competitive Advantage Through People: Unleashing the Power of the Work Force | Jeffrey Pfeffer