putting diversity of thought to work #ilshrm @joegerstandt
TRANSCRIPT
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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
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
-Ned Herrmann
Solving technical problemsAnalyzing complex issues
Logical approach
Interpersonal aspects of situationsIce breakers
Socializing in meetings
ConceptualizingInnovating
Seeing the big picture
Routine MeetingsDetails
Structure
Expressing ideasUnderstanding group dynamics
Team building
Logic ahead of feelingsNo interaction with people
Implementing ideasDeveloping plans
Follow-up and completion
“Blue Sky” thinkingNot following the rules
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Cerebral Mode (abstract & intellectual thought)
Limbic Mode (concrete and emotional processing)
Left
Mod
eR
ight Mode
ANALYZE
ORGANIZE
STRATEGIZE
PERSONALIZE
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
-Ned Herrmann
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
potential
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
tension
sharing informationmaking meaning from
informationquality decision making
creative problem solvinginnovation
fully utilizing talent
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
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
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
dysfunctional disagreement
dysfunctional
agreement
dysfunctional agreement
always disagre
elack of trust
personal
conflict
us vs. them
dysfunctional disagreement
dysfunctional
agreement
dysfunctional agreement
always disagre
elack of trust
personal
conflict
us vs. them
always agree lack of
honesty
meeting after the
meeting
lacking skills
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
highdifference
lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
highdifference
lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
highdifference
lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
highdifference
lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
highdifference
lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
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 interactio
n
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 advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
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
www.joegerstandt.com
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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