great minds do not think alike (SHRM 2011)
Post on 17-Oct-2014
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no.great minds do not think alike
#shrm11
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what
What looks like resistance is often a lack
of clarity.Switch, Dan and Chip
Heath
diversity is…
diversity is…
• difference
diversity is…
• difference• takes many forms
diversity is…
• difference• takes many forms
• relational
diversity is…
• difference• takes many forms
• relational• a catalyst
difference is a social catalyst…
greater diversity = greater
variance in performance
difference is a social catalyst…
Introducing or increasing difference in a social group can trigger:
• we vs. they mentality• stereotyping• in-group favoritism• inter-group conflict• satisfaction, performance, turnover get
worse
inclusion is…
Our ability to include difference and utilize the resources that
we have access to.
• fairness of employment practices
• openness to difference• inclusion in decision making• integration of networks
“…being at home…”“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution was valued…”
“…my perspective is always considered…”
“…I have a say in what happens…”
1.identity diversity: differences in our social identities.
2.cognitive diversity: differences in how we think and solve problems.
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
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
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
The theorem that when solving problems,
diversity can trump ability is not a political
statement. It is a mathematical truth.
-Scott Page
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?
If everyone is thinking the same thing,
someone isn’t thinking at all.-General George S.
Patton
dysfunction
always disagre
e
lack of trust
us vs. them
personal
conflict
always disagre
e
lack of trust
us vs. them
personal
conflict
always agree lack of
honesty
us vs. them
meeting after the
meeting
sweet
spot
sweet
spot
agree&
disagree
agree&
disagree
inquiry vs.
advocacy
agree&
disagree
inquiry vs.
advocacysolution
s vs.problem
s
agree&
disagree
inquiry vs.
advocacysolution
s vs.problem
sempathy
agree&
disagree
inquiry vs.
advocacysolution
s vs.problem
sempathy
I & we
wtf?
stfu.
middle finger!
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
how?
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
thank you!
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
joe gerstandt
www.joegerstandt.com
joe.gerstandt@gmail.comwww.twitter.com/joegerstandt
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402.740.7081
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