diversity+inclusion=innovation (TNSHRM)

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diversity+inclusion=innovation (TNSHRM)

  1. 1. diversity+inclusion=innovation(putting cognitive diversity to work) #TNSHRM
  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. TuesdaymorningJanuary 28th 1986
  8. 8. MT engineers NASAmanagement MT management
  9. 9. Can we have a minute?
  10. 10. NASAmanagement MT management
  11. 11. considerdecision Whatmaking in makes ityour org… 1 - 10 better?
  12. 12. c The extent to which do the group reflects ig vn differences in ei knowledge, including rt beliefs, preferences si and perspectives. iv t -Miller, et al (1998) Strategic Management Journale y
  13. 13. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  14. 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)
  15. 15. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  16. 16. bringing information in sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  17. 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. 18. MBAHarvard University 100 people
  19. 19. team #1 MBAHarvard University 100 people
  20. 20. team #1 MBA Harvard University 100 peopleteam #2
  21. 21. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  22. 22. who how
  23. 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. 24. What’s in the toolbox?•perspectives•heuristics•equifinality
  25. 25. perspectivesPerspectives are ways of representing situations and problems, how we organize knowledge.
  26. 26. what do you see?
  27. 27. who counting spending saving helping
  28. 28. who financial strategic tactical people
  29. 29. who earnings diversitymarket share human capital
  30. 30. who get lost get fundingget insurance get lucky
  31. 31. Do you seek out other perspectives? peers other departments customers other organizations other professions & industries
  32. 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. 33. …if you do notknow the answer, choose “C”
  34. 34. please add these numbers…
  35. 35. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
  36. 36. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
  37. 37. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
  38. 38. Draw a 9 dot matrix on a blankpaper …
  39. 39. 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.
  40. 40. None of us is assmart as all of us. -Ken Blanchard
  41. 41. equifinalityThe belief that a givenresult can be achieved many different ways.
  42. 42. going from point a to point b Are there multipleways to get there…or is there one “right” way?
  43. 43. 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
  44. 44. If everyone is thinking the same thing, someoneisn’t thinking at all. -General George S. Patton
  45. 45. who how
  46. 46. dysfunction
  47. 47. dysfunctional dysfunctional agreement disagreement
  48. 48. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  49. 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. 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. 51. Dissent is closely associated with higher quality instrategic decision making. -Dooley, Fryxell (1999) Academy of Management Journal
  52. 52. Exposure to minority dissent increases individual courage to resist group pressures to conformity.-Nemeth, Chiles (1988) European Journal of Social Psychology
  53. 53. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  54. 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
  55. 55. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  56. 56. sweet spot
  57. 57. agree & disagree
  58. 58. agree & disagreeexplicit agreements
  59. 59. agree & disagreeexplicit agreementsinquiry vs. advocacy
  60. 60. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problems
  61. 61. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathy
  62. 62. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and they
  63. 63. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymeta conversations
  64. 64. agree & disagreeexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymeta conversations
  65. 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. 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. 67. who how
  68. 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. 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. 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. 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. 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
  73. 73. thank you!
  74. 74. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  75. 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. 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

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