team genius (national safety council conference - keynote)
Post on 17-Oct-2014
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slides from opening keynote presentation from joe gerstandt at National Safety Council Nebraska annual conference @joegerstandtTRANSCRIPT
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team genius
@joegerstandt
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@joegerstandt
joegerstandt.com
linkedin.com/in/joegerstandt
facebook.com/joegerstandt
youtube.com/joegerstandt
slideshare.net/joeg
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MT
engineers
@joegerstandt
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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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groupthink:
Mode of thinking that happens
when group members try to
minimize conflict and reach a
consensus decision without
critical evaluation of
alternative ideas or
viewpoints.
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consider
decision
making… 1 - 10
What
makes it
better?
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We simply decide
without thinking
much about the
decision process.-Jim Nightingale
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Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
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Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptancex
efficiency x
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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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Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptancex
efficiency x
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Group intelligence is
not strongly tied to
either the average
intelligence of the
members or the team’s
smartest member.-Thomas Malone, MIT Center for Collective
Intelligence
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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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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
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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
Mo
de
Righ
t Mo
de
ANALYZE
ORGANIZE
STRATEGIZE
PERSONALIZE
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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
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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
potential
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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
tension
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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
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dysfunction
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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
agreelack of
honesty
meeting
after the
meeting
avoid
conflict
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot
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If everyone is
thinking the same
thing, someone
isn’t thinking at all.-General George S. Patton
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work to
have a
beginners
mind
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third
chair
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have rules
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low courage high courage
low
considerationpassive
aggressive
aggressive
high
considerationpassive assertive
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Passive communicators:
• fail to assert themselves
• allow others to deliberately or
inadvertently infringe on their rights
• fail to express their feelings, needs, or
opinions
• tend to speak softly or apologetically
• exhibit poor eye contact and slumped
body posture
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Aggressive communicators:
• try to dominate others
• use humiliation to control others
• criticize, blame, or attack others
• speak in a loud, demanding, and
overbearing voice
• do not listen well
• interrupt frequently
• use “you” statements
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Passive-Aggressive
communicators:• mutter to themselves rather than confront the
person or issue
• have difficulty acknowledging their anger
• use facial expressions that don't match how
they feel - i.e., smiling when angry
• use sarcasm
• appear cooperative while purposely doing
things to annoy and disrupt
• use subtle sabotage to get even
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Assertive communicators:
• state needs, feelings and wants clearly,
appropriately, and respectfully
• use “I” statements
• listen well without interrupting
• have good eye contact
• speak in a calm and clear tone of voice
• have a relaxed body posture
• do not allow others to abuse or
manipulate them
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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
deathDifference Matrix
Glenda Eoyang HSDI
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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
deathDifference Matrix
Glenda Eoyang HSDI
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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
deathDifference Matrix
Glenda Eoyang HSDI
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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
deathDifference Matrix
Glenda Eoyang HSDI
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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
deathDifference 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
topicDifference Matrix
Glenda Eoyang HSDI
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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
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