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diversity+inclusion=innovation (GRHRA)

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slides from a joe gerstandt presentation focused on the importance of cognitive diversity or diversity of thought - presentation was for the Great River H.R. Associaiton (2012)

slides from a joe gerstandt presentation focused on the importance of cognitive diversity or diversity of thought - presentation was for the Great River H.R. Associaiton (2012)

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  • 1. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  • 2. MTengineers
  • 3. MTengineers MT management
  • 4. MT engineers NASAmanagement MT management
  • 5. MT engineers NASAmanagement MT management
  • 6. MT engineers NASAmanagement MT management
  • 7. TuesdaymorningJanuary 28th 1986
  • 8. MT engineers NASAmanagement MT management
  • 9. NASAmanagement MT management
  • 10. consider Whatdecision makes itmaking… 1 - 10 better?
  • 11. The extent to which thegroup reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journalcognitive diversity
  • 12. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  • 13. 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)
  • 14. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  • 15. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive potentialpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 16. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive tensionpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 17. sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  • 18. The Social Origin of Good Ideas -Ronald Burt, University of ChicagoTeams 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
  • 19. MBAHarvard University 100 people
  • 20. team #1 MBAHarvard University 100 people
  • 21. team #1 MBA Harvard University 100 peopleteam #2
  • 22. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  • 23. recombine &synthesize
  • 24. If everyone isthinking the same thing, someone isn’t thinking at all. -General George S. Patton
  • 25. and…
  • 26. team #1This team greatlyoverrates its ownproblem solving capacity.
  • 27. This team greatly underrates its problem solving capacity.team #2
  • 28. Give What 1 - 10yourself a makes itgrade… better?
  • 29. What’s in the (cognitive) toolbox?
  • 30. What’s in the (cognitive) •perspectives toolbox? •heuristics •equifinality
  • 31. perspectivesPerspectives are ways of representing situations and problems, how we organize knowledge.
  • 32. -Thomas Kuhn, The Structure of Scientific Revolutions“…almost always, thosewho achieve fundamentalinventions of a newparadigm have beeneither very young or verynew to the field whoseparadigm they change.”
  • 33. counting spending money moneysaving helpingmoney the others
  • 34. earnings diversitymarket humanshare potential
  • 35. get lost get funding get get luckyinsurance
  • 36. Do you seek out other perspectives? peers other departments customers other organizations other professions
  • 37. heuristics Heuristics are ways of generating solutions. Heuristics can vary in theirsophistication, and they can be immediate reactions to situations or simple rules of thumb.
  • 38. …if you do notknow the answer, choose “C”
  • 39. please add these numbers…
  • 40. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
  • 41. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
  • 42. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
  • 43. Draw a 9 dot matrix on a blankpaper …
  • 44. Draw a 9 dot matrix on a blankpaper …Without lifting your pencil fromthe paper, draw exactly fourstraight, connected lines that willgo through all nine dots, butthrough each dot only once.
  • 45. Plan ameeting.
  • 46. equifinalityThe belief that a givenresult can be achieved many different ways.
  • 47. going from point a to point b Are there multipleways to get there…or is there one “right” way?
  • 48. so…perspectives are how we see things(problems and opportunities)heuristics are how we approach orsolve themequifinality is how open we are toconsidering other perspectives andheuristics
  • 49. who how
  • 50. dysfunction
  • 51. dysfunctional dysfunctional agreement disagreement
  • 52. alsodysfunction
  • 53. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  • 54. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  • 55. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement lacking us vs. skills meeting them personal after the conflict meeting
  • 56. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  • 57. 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
  • 58. being inclusive work to have abeginners mind
  • 59. being inclusive seek out & protect novelty
  • 60. being inclusive listen actively
  • 61. being inclusiveconvey & invite
  • 62. being inclusiveexpress clearly and completely
  • 63. being inclusivethirdchair
  • 64. being inclusivedisentangle intentions and outcomes
  • 65. 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
  • 66. 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
  • 67. 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
  • 68. 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
  • 69. 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
  • 70. 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
  • 71. social network analysis From time to time people discuss important matters withother people. Looking back overthe past six months, who are the people with whom you discussed matters important to you?
  • 72. social network analysis Consider the people youcommunicate 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?
  • 73. social network analysisConsider an important project orinitiative that you are involved in. Consider the people who would be influential for getting it approved or obtaining theresources you need. Who would you talk to, to get the support you need?
  • 74. social network analysis Who do you socialize with?(spending time with people afterwork hours, visiting one anotherat 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?
  • 75. 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
  • 76. other ideas for mixing it up…• social technology• solution & idea contests• open space• decision accelerator, a.i.• mix up assignment• more social• communities of practice
  • 77. thank you!
  • 78. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  • 79. 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
  • 80. 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
  • 81. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg

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