Putting diversity of thought to work #ILSHRM @joegerstandt.

putting diversity of thought to work

#ILSHRM @joegerstandt

joegerstandt.comtwitter.com/joegerstandt

linkedin.com/in/joegerstandt

facebook.com/joegerstandt

youtube.com/joegerstandtjoegerstandt.com/blog

slideshare.net/joeg

MTengineers

MTmanageme

nt

MTengineers

MTmanageme

nt

MTengineers

NASAmanagem

ent

MTmanageme

nt

MTengineers

NASAmanagem

ent

MTmanageme

nt

MTengineers

NASAmanagem

ent

Tuesday morningJanuary

28th

1986

MTmanageme

nt

MTengineers

NASAmanagem

ent

MTmanageme

nt

NASAmanagem

ent

consider decision making… 1 - 10

What makes it

better?

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


definitive



intuitive

persistentplanner


detailedpractical



-Ned Herrmann


definitive



intuitive

persistentplanner


detailedpractical



potential


definitive



intuitive

persistentplanner


detailedpractical



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

MBA Harvard University

100 people


100 people

team #1


100 people

team #1

team #2


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.

who

how

dysfunction

dysfunctional disagreement

dysfunctional

agreement

alsodysfunction


dysfunctional

agreement

dysfunctional agreement

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

agreement


always disagre

elack of trust

personal

conflict

us vs. them


dysfunctional

agreement


always disagre

elack of trust

personal

conflict

us vs. them

always agree lack of

honesty

meeting after the

meeting

lacking skills


dysfunctional

agreement


sweetspot

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

being inclusive

have rules

being inclusive

work to have a

beginners mind

being inclusive

seek out &

protect novelty

being inclusive

convey & invite

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


energy


factions

low interactio

n

reflectionsafety

clearing the decks


frustration

comfortbelonging

rest and recovery

boredomstagnation


highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion


energy


factions

low interactio

n

reflectionsafety

clearing the decks


frustration

comfortbelonging

rest and recovery

boredomstagnation


highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion


energy


factions

low interactio

n

reflectionsafety

clearing the decks


frustration

comfortbelonging

rest and recovery

boredomstagnation


highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion


energy


factions

low interactio

n

reflectionsafety

clearing the decks


frustration

comfortbelonging

rest and recovery

boredomstagnation


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?


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?


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?


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

8

O

15.99

6

C

12.01

1

H

(1.01)

www.joegerstandt.com

[email protected]/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

Putting diversity of thought to work #ILSHRM @joegerstandt.

Documents

joegerstandt slide

netjoeg slide

talent slide

management team tenure

creative problem

mode right mode

people team

mba harvard university