differences
joegerstandt.com     twitter.com/joegerstandtlinkedin.com/in/joegerstandt  facebook.com/joegerstandt   youtube.com/joegers...
MTengineers
MTengineers      MT  management
MT             engineers  NASAmanagement                   MT               management
MT             engineers  NASAmanagement                   MT               management
MT             engineers  NASAmanagement                   MT               management
TuesdaymorningJanuary  28th  1986
MT             engineers  NASAmanagement                   MT               management
NASAmanagement                 MT             management
consider               Whatdecision            makes itmaking…    1 - 10    better?
What looks likeresistance isoften a lack ofclarity.       -Switch, Dan and Chip Heath
diversity…
diversity…      difference
di·ver·si·ty[dih-vur-si-tee]noun, plural –ties1.the state or fact of beingdiverse; difference; unlikeness.2.variety; multi...
diversity…      difference      takes       many forms
diversity…      difference      takes       many forms      relational
diversity…      difference      takes       many forms      relational      disruptive
↑diversity =   ↑variance in   performance groups with more diversityperform better or worse than groups with less diversity
inclusion: Our ability to include difference and toutilize the resources that we have access                     to.•   fa...
inclusion:          “…being at home…”            “…belonging…”“…able to bring my whole self to work…” “…feeling that my un...
identity diversity:Differences in our socialidentities.cognitive diversity:Differences in how we think andsolve problems.
di   id   ve   en   rt   si   it   ty   y
cognitive diversity The extent to which the group         reflects differences in  knowledge, including beliefs, preferenc...
analytical     risk taker rational       creative realistic       flexible  factual     synthesizer  logical     conceptua...
Cerebral Mode (abstract & intellectual thought)                       ANALYZE                          STRATEGIZE         ...
analytical     risk taker rational       creative realistic       flexible  factual     synthesizer  logical     conceptua...
MBAHarvard University   100 people
team #1      MBAHarvard University   100 people
team #1                MBA          Harvard University             100 peopleteam #2
team #1 friends   withcognitivebenefits          MBA            Harvard University               100 peopleteam #2
who      how
dysfunction
dysfunctional   dysfunctional agreement      disagreement
alsodysfunction
dysfunctionaldysfunctional     dysfunctional agreement     agreement    disagreement
always                   disagree lack of                             trust  dysfunctionaldysfunctional     dysfunctional ...
always                            always     agree               lack of     disagree lack of              honesty        ...
dysfunctional dysfunctionaldysfunctionalsweet     agreement disagreement agreement            spot
Groups often fail to   outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsupp...
Minority dissent, even dissent     that is wrong, stimulates   divergent thought. Issuesand problems are considered from m...
Where do good ideas come   from? That is simple…fromdifferences. Creativity comes from unlikely juxtapositions.     The be...
stereotypeAn idea or image; a mentalframework that contains our     knowledge, beliefs,  expectations and feelings    abou...
stereotypewaitress       librarian
smoke      bowleat hamburgers
smoke           knit      bowl       wear glasseseat hamburgers    eat salad
confirmation biasOur tendency to search for or interpret new information in      a way that confirms preconceptions and av...
fundamental attribution error An unjustified tendency to   assume that a person’sactions depend on what kind  of person th...
how
high                  low                      difference           difference   high                   learning          ...
high                        low                           difference                 difference   high              move t...
who
personal network analysisFrom time to time people discuss  important matters with other people. Looking back over the  pas...
personal network analysis    Consider the people youcommunicate with in order to get   your work done. Of all thepeople yo...
personal network analysis Consider an important project orinitiative that you are involved in.Consider the people who woul...
personal network analysis    Who do you socialize with? (spending time with people afterwork hours, visiting one another a...
thank you!
www.joegerstandt.com  joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com...
resources• The Difference: How the Power of Diversity  Creates Better Groups, Firms, Schools, and  Societies | Scott Page•...
resources• Achieving Success Through Social  Capital: Tapping Hidden Resources in  Your Personal and Business Network |  W...
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
differences (American Farm Bureau Federation Annual Meeting January 2012))
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differences (American Farm Bureau Federation Annual Meeting January 2012))

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session on cognitive diversity delivered by joe gerstandt at the 2012 American Farm Bureau Federation in Honolulu Hi

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differences (American Farm Bureau Federation Annual Meeting January 2012))

  1. 1. differences
  2. 2. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  3. 3. MTengineers
  4. 4. MTengineers MT management
  5. 5. MT engineers NASAmanagement MT management
  6. 6. MT engineers NASAmanagement MT management
  7. 7. MT engineers NASAmanagement MT management
  8. 8. TuesdaymorningJanuary 28th 1986
  9. 9. MT engineers NASAmanagement MT management
  10. 10. NASAmanagement MT management
  11. 11. consider Whatdecision makes itmaking… 1 - 10 better?
  12. 12. What looks likeresistance isoften a lack ofclarity. -Switch, Dan and Chip Heath
  13. 13. diversity…
  14. 14. diversity… difference
  15. 15. di·ver·si·ty[dih-vur-si-tee]noun, plural –ties1.the state or fact of beingdiverse; difference; unlikeness.2.variety; multiformity.3.a point of difference.
  16. 16. diversity… difference takes many forms
  17. 17. diversity… difference takes many forms relational
  18. 18. diversity… difference takes many forms relational disruptive
  19. 19. ↑diversity = ↑variance in performance groups with more diversityperform better or worse than groups with less diversity
  20. 20. inclusion: Our ability to include difference and toutilize the resources that we have access to.• fairness of employment practices• openness to difference• inclusion in decision making• integration of networks
  21. 21. 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…”
  22. 22. identity diversity:Differences in our socialidentities.cognitive diversity:Differences in how we think andsolve problems.
  23. 23. di id ve en rt si it ty y
  24. 24. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  25. 25. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  26. 26. Cerebral Mode (abstract & intellectual thought) ANALYZE STRATEGIZE Joys Joys Solving technical problems Conceptualizing Analyzing complex issues Innovating Logical approach Seeing the big picture Frustrations Frustrations Interpersonal aspects of situations Routine Meetings Ice breakers Details Right Mode Socializing in meetings StructureLeft Mode Joys Joys Implementing ideas Expressing ideas Developing plans Understanding group dynamics Follow-up and completion Team building Frustrations Frustrations “Blue Sky” thinking Logic ahead of feelings Not following the rules No interaction with people ORGANIZE PERSONALIZE Limbic Mode (concrete and emotional processing)
  27. 27. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  28. 28. MBAHarvard University 100 people
  29. 29. team #1 MBAHarvard University 100 people
  30. 30. team #1 MBA Harvard University 100 peopleteam #2
  31. 31. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  32. 32. who how
  33. 33. dysfunction
  34. 34. dysfunctional dysfunctional agreement disagreement
  35. 35. alsodysfunction
  36. 36. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  37. 37. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  38. 38. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement avoid us vs. conflict meeting them personal after the conflict meeting
  39. 39. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  40. 40. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
  41. 41. Minority dissent, even dissent that is wrong, stimulates divergent thought. Issuesand problems are considered from more perspectives and group members find more correct answers. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
  42. 42. Where do good ideas come from? That is simple…fromdifferences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines. -Nicolas Negroponte, founder MIT Media Lab
  43. 43. stereotypeAn idea or image; a mentalframework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality.
  44. 44. stereotypewaitress librarian
  45. 45. smoke bowleat hamburgers
  46. 46. smoke knit bowl wear glasseseat hamburgers eat salad
  47. 47. confirmation biasOur tendency to search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs.
  48. 48. fundamental attribution error An unjustified tendency to assume that a person’sactions depend on what kind of person that person is rather than on the social environmental forces influencing the person.
  49. 49. how
  50. 50. high low difference difference high learning celebration growth reinforcementinteraction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonginginteraction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
  51. 51. high low difference difference high move to low difference: move to low Tell a joke. interaction:interaction State a shared value or Stop communicating. belief. Leave the area. Share personal experience. Explain yourself. Pick a low difference topic. Pick a low communication topic. low move to high move to high interaction: difference:interaction Ask a question. Amplify little Use another medium. differences Listen more. Play devils advocate Pick a high communication Pick a high differenceDifference Matrix topic. topicGlenda Eoyang HSDI
  52. 52. who
  53. 53. personal network analysisFrom time to time people discuss important matters with other people. Looking back over the past six months, who are thepeople with whom you discussed matters important to you?
  54. 54. personal network analysis Consider the people youcommunicate with in order to get your work done. Of all thepeople you have communicated with during the last six months,who has been the most important for getting your work done?
  55. 55. personal network analysis Consider an important project orinitiative 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?
  56. 56. personal network analysis Who do you socialize with? (spending time with people afterwork hours, visiting one another at home, going to social events, outfor meals and so on) Over the last6 months, who are the main people with whom you have socialized informally?
  57. 57. thank you!
  58. 58. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  59. 59. 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
  60. 60. 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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