14. 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)
16. bringing information in sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
17. The Social Origin of Good Idea -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
18. MBAHarvard University 100 people
19. team #1 MBAHarvard University 100 people
20. team #1 MBA Harvard University 100 peopleteam #2
21. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
22. who how
23. These theorems that when solving problems, diversity can trump ability and that when making predictionsdiversity matters just as much as ability are not political statements. They are mathematical truths. -Scott Page
24. What’s in the toolbox?•perspectives•heuristics•equifinality
25. perspectivesPerspectives are ways of representing situations and problems, how we organize knowledge.
26. what do you see?
27. who counting spending saving helping
28. who financial strategic tactical people
29. who earnings diversitymarket share human capital
30. who get lost get fundingget insurance get lucky
31. Do you seek out other perspectives? peers other departments customers other organizations other professions & industries
32. 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.
33. …if you do notknow the answer, choose “C”
49. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
50. Minority dissent, even dissent that is wrong, stimulatesdivergent thought. Issues and problems are considered from more perspectives and group members find more correct answers. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
51. Dissent is closely associated with higher quality instrategic decision making. -Dooley, Fryxell (1999) Academy of Management Journal
52. Exposure to minority dissent increases individual courage to resist group pressures to conformity.-Nemeth, Chiles (1988) European Journal of Social Psychology
53. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
54. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. us vs. them meeting them personal after the conflict meeting
58. agree & disagreeexplicit agreements
59. agree & disagreeexplicit agreementsinquiry vs. advocacy
60. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problems
61. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathy
62. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and they
63. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymeta conversations
64. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymeta conversations
65. high low difference difference high learning celebration growth reinforcement interaction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonging interaction clearing the decks rest and recovery isolation boredom misunderstanding stagnationDifference MatrixGlenda Eoyang HSDI frustration death
66. high low difference difference high move to low difference: move to low Tell a joke. interaction: interaction State a shared value or belief. Stop communicating. Share personal experience. Leave the area. Pick a low difference topic. Explain yourself. Pick a low communication topic. low move to high interaction: move to high Ask a question. difference: interaction Use another medium. Amplify little differences Listen more. Play devils advocate Pick a high communication Pick a high difference topic. topicDifference MatrixGlenda Eoyang HSDI
67. who how
68. 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?
69. 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?
70. 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?
71. 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?
72. 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
75. 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
76. 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