#ideas12 LG2 @joegerstandt Let the Wild Rumpus Start
Oct 17, 2014
#ideas12 LG2
@joegerstandt
Let the Wild Rumpus Start
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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?
We simply decide
without thinking
much about the
decision process. -Jim Nightingale
sharing information
making meaning from
information
quality decision making
creative problem solving
innovation
fully utilizing talent
who
how
who
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
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
recombine
&
synthesize
and…
team #1
This team greatly
overrates its own
problem solving
capacity.
team #2
This team greatly
underrates its
problem solving
capacity.
When diverse groups perform
well, they don’t recognize
their improved performance.
When people have visceral
feelings and emotions it’s
really hard to explain them
away as “good” when they are
feeling bad. -Katherine W. Phillips
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
How might
your
organization
involve more
diversity?
How could
you make it
happen? Feedback.
• mix up assignments, rotate
people through teams and
committees
• promote reading, blogs, video
from a wide variety of sources,
make it easy to share
• send to variety of conferences,
subscribe to broad rotation of
magazines
• consider your networks
a
c
t
i
o
n
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?
how
decision paradoxes…
inclusion vs. efficiency
empowerment vs. control
instinct vs. method
head vs. heart
Hoffberg & Korver (2006)
dysfunction
dysfunctional disagreement
dysfunctional agreement
dysfunction
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
quick show of hands…
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always
disagree lack of
trust
personal
conflict
us vs.
them
quick show of hands…
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
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
sweet
spot
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
identify a
need or
opportunity
How would
you make it
happen? feedback
share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
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:
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
• social technology
• solution & idea contests
• open space technology
• decision accelerator
• random assignment
• more social
• communities of practice
other ideas for mixing it up…
thank you!
www.joegerstandt.com
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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