let the wild rumpus start (nehhls 2012)
Post on 17-Oct-2014
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DESCRIPTION
Workshop on leveraging cognitive diversity to drive innovation, delivered by joe gerstandt at the 2012 Northeast Home Health Leadership Summit in Boston MA.TRANSCRIPT
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joegerstandt.com
twitter.com/joegerstandt
linkedin.com/in/joegerstandt
facebook.com/joegerstandt
youtube.com/joegerstandt
joegerstandt.com/blog
slideshare.net/joeg
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MT
engineers
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MT
management
MT
engineers
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MT
management
MT
engineers
NASA
management
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MT
management
MT
engineers
NASA
management
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MT
management
MT
engineers
NASA
management
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Tuesday
morning
January
28th
1986
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MT
management
MT
engineers
NASA
management
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MT
management
NASA
management
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consider
decision
making… 1 - 10
What
makes it
better?
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What looks like
resistance is
often a lack of
clarity. -Switch, Dan and Chip Heath
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diversity…
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difference
diversity…
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di·ver·si·ty [dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being diverse; difference; unlikeness.
2.variety; multiformity.
3.a point of difference.
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difference
relational
diversity…
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difference
relational
takes
many forms
diversity…
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difference
relational
takes
many forms
disruptive
diversity…
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↑diversity =
↑variance in
performance groups with more diversity
perform better or worse than
groups with less diversity
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cognitive diversity
The extent to which the group reflects differences in
knowledge, including beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal
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The Social Origin of Good Ideas -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
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sharing information
making meaning from
information
quality decision making
creative problem solving
innovation
fully utilizing talent
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MBA
Harvard University
100 people
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MBA
Harvard University
100 people
team #1
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MBA
Harvard University
100 people
team #1
team #2
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MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits
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who
how
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dysfunction
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dysfunctional disagreement
dysfunctional agreement
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also
dysfunction
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always
disagree lack of
trust
personal
conflict
us vs.
them
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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
avoid
conflict
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot
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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
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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
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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
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sweet spot
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them & they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
![Page 55: Let The Wild Rumpus Start (NEHHLS 2012)](https://reader034.vdocument.in/reader034/viewer/2022051411/5440f8e0b1af9ff34b8b45cd/html5/thumbnails/55.jpg)
share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations
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Survey of 1,800 people asked:
• Does your boss need to change?
• Do your peers need to change?
• Do your subordinates need to change?
• Do you need to change?
80% agreed that their boss, their peers and
their subordinates need to change.
20% believe they need to change. -Sue Annis Hammond, Andrea Mayfield
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how
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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
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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
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doing inclusion
work to
have a
beginners
mind
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doing inclusion
third chair
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doing inclusion
convey & invite
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doing inclusion
ask good
open
ended
questions
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doing inclusion
express clearly and
completely
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doing inclusion
disentangle intentions
and outcomes
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who
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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?
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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?
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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?
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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?
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• social technology
• solution & idea contests
• open space technology
• decision accelerator
• random assignment
• more social
• communities of practice
other ideas for mixing it up…
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thank you!
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www.joegerstandt.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081
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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
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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