the diversity advantage
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MT
engineers
MT
management
MT
engineers
MT
management
MT
engineers
NASA
management
MT
management
MT
engineers
NASA
management
MT
management
MT
engineers
NASA
management
Tuesday
morning
January
28th
1986
MT
management
MT
engineers
NASA
management
MT
management
NASA
management
consider
decision
making… 1 - 10
What
makes it
better?
So, how do you do…
We simply decide
without thinking
much about the
decision process. -Jim Nightingale
g
r
o
u
p
t
h
i
n
k
groupthink:
mode of thinking that happens
when the desire for harmony in a
decision-making group overrides a
realistic appraisal of alternatives.
Group members try to minimize
conflict and reach a consensus
decision without critical evaluation
of alternative ideas or viewpoints.
Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance x
efficiency x
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance x
efficiency x
What looks like
resistance is
often a lack of
clarity. -Switch, Dan and Chip Heath
diversity…
difference
diversity…
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.
difference
relational
diversity…
difference
relational
takes
many forms
diversity…
difference
relational
takes
many forms
disruptive
diversity…
↑diversity =
↑variance in performance
groups with more diversity
perform better or worse than
groups with less diversity
difference makes a difference…
• “we vs. they” mentality
• stereotyping
• in-group favoritism
• inter-group conflict
• satisfaction, performance, turnover all get worse
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
inclusion: The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes
let’s take
a break…
inclusion: “…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…”
identity diversity: Differences in our social identities.
cognitive diversity: Differences in how we think and solve problems.
i
d
e
n
t
i
t
y
d
i
v
e
r
s
i
t
y
cognitive diversity
The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives.
-Miller, et al (1998) Strategic Management Journal
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
Rig
ht 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
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
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
share information
quality decision making
creative problem solving
innovation
fully utilize talent
develop new relationships
manage relationships
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
share information
quality decision making
creative problem solving
innovation
fully utilize talent
develop new relationships
manage relationships
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
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
MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits
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
but…
team #1
This team greatly
overrates its own
problem solving
capacity.
team #2
This team greatly
underrates its
problem solving
capacity.
What does
this mean for
your
organization
? What needs
to happen?
Where will
you start?
Taking it back…
What’s in the toolbox?
•perspectives
•heuristics
perspectives
Perspectives are ways of
representing situations
and problems, how we
organize knowledge.
what do you see?
Do you seek out other perspectives?
peers other departments
customers other organizations other professions
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.
“…given enough
eyeballs, all bugs
are shallow.” -Eric Raymond
(Linus’ Law)
so…
perspectives are how we
see things (problems and
opportunities)
heuristics are how we
approach or solve them
who
how
dysfunction
dysfunctional disagreement
dysfunctional agreement
also
dysfunction
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
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
avoid
conflict
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot
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
sweet spot
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
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
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
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
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
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
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
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
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
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
let’s take
a break…
If everyone is
thinking the same
thing, someone
isn’t thinking at all. -George S. Patton
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
• triaging / identifying
different kinds of decisions
• unanimity, democracy,
consensus, boss
Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance x
efficiency x
brain basics
1.threat vs. reward
brain basics
1.threat vs. reward
2.efficiency
brain basics
1.threat vs. reward
2.efficiency
3.pattern recognition
when the
brain
locks onto
a pattern,
it does not
seek
alternative
stereotype
An idea or image; a mental
framework that contains our
knowledge, beliefs,
expectations and feelings
about a social group.
Stereotypes allow for no
individuality.
stereotype
waitress librarian
smoke
bowl
eat hamburgers
smoke
bowl
eat hamburgers
knit
wear glasses
eat salad
confirmation bias
Our tendency to search for or
interpret new information in
a way that confirms
preconceptions and avoids
information and
interpretations which
contradict prior beliefs.
fundamental attribution error
An unjustified tendency to
assume that a person’s
actions depend on what kind
of person that person is
rather than on the social
environmental forces
influencing the person.
consider this…
…a long time ago, in
a far away galaxy,
there was a man
named Uri Treisman…
consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation
consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation
consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation
consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation
consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation
consider this…
1.Power of Assumptions
consider this…
1.Power of Assumptions
2.Intentions vs. Outcomes
consider this…
1.Power of Assumptions
2.Intentions vs. Outcomes
3.Power of Stereotypes
consider this…
1.Power of Assumptions
2.Intentions vs. Outcomes
3.Power of Stereotypes
4.Problem is “out there”
how
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
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
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
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
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
doing inclusion
work to
have a
beginners
mind
doing inclusion
listen
actively
doing inclusion
ask good
open
ended
questions
doing inclusion
convey & invite
doing inclusion
express clearly and
completely
doing inclusion
third
chair
doing inclusion
disentangle intentions
and outcomes
doing inclusion
build your discomfort
muscles
doing inclusion
work to
have a
beginners
mind
who
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?
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have a
lot of?
What do you not
have?
What do you need to
do differently?
Who do you discuss new
ideas with?
Who do you turn to for help?
Who do you get the most
valuable information from?
Who do you trust to keep
your best interests in mind?
consider a ten person team
1
2
4 5
9
3
8 7 6
10
1
9
7
6
5
2
3 8 4 10
1
9
7
6
5
2
3 8 4 10
…flow of information?
1
9
7
6
5
2
3 8 4 10
…influence?
1
9
7
6
5
2
3 8 4 10
…inclusion?
• social technology
• solution & idea contests
• open space, appreciative inquiry,
etc.
• mix up assignment, teams, spaces
• more social
• communities of practice
other ideas for mixing it up…
www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
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
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