the diversity advantage

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MT

engineers

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management

MT

engineers

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management

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engineers

NASA

management

MT

management

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engineers

NASA

management

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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


groups individuals

accuracy x

speed x

creativity x

degree of

acceptance x

efficiency x


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



group.








group.








group.








group.








group.






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…


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

55


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







always

disagree lack of

trust

personal

conflict

us vs.

them




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agree lack of

honesty

meeting

after the

meeting

avoid

conflict




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


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy

i & we vs. them & they


learn from failure

meta conversations


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy



learn from failure

meta conversations


explicit agreements



empathy



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


explicit agreements



empathy



learn from failure

meta conversations

• triaging / identifying

different kinds of decisions

• unanimity, democracy,

consensus, boss


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




consider this…

1.Lack of Adequate

Preparation




consider this…

1.Lack of Adequate

Preparation




consider this…

1.Lack of Adequate

Preparation




consider this…

1.Power of Assumptions

consider this…


2.Intentions vs. Outcomes

consider this…



3.Power of Stereotypes

consider this…



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


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


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


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


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?


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?

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…

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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

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

the diversity advantage

Documents

glenda eoyang

fully utilize

individual

quality decision

death difference

strategic

social network

share difference