great minds do not think alike (SHRM 2011)
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great minds do not think alike (SHRM 2011)

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  • Ned Herman
  • Ned Herman
  • Ned Herman
  • Wayne Baker SNA
  • Wayne Baker SNA
  • Wayne Baker SNA
  • Wayne Baker SNA
  • Glenda Eoyang
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great minds do not think alike (SHRM 2011) great minds do not think alike (SHRM 2011) Presentation Transcript

  • no. great minds do not think alike #shrm11
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  •  
  •  
  •  
    • what
    • What looks like resistance is often a lack of clarity.
    • Switch, Dan and Chip Heath
    • diversity is…
    • diversity is…
    • difference
    • diversity is…
    • difference
    • takes many forms
  •  
    • diversity is…
    • difference
    • takes many forms
    • relational
  •  
    • diversity is…
    • difference
    • takes many forms
    • relational
    • a catalyst
  • difference is a social catalyst…
    • greater diversity = greater variance in performance
  • difference is a social catalyst…
    • Introducing or increasing difference in a social group can trigger:
    • we vs. they mentality
    • stereotyping
    • in-group favoritism
    • inter-group conflict
    • satisfaction, performance, turnover get worse
    • inclusion is…
    • Our ability to include difference and utilize the resources that we have access to.
    • fairness of employment practices
    • openness to difference
    • inclusion in decision making
    • integration of networks
    • “… 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.
  • 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
  • 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 Right Mode 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
  • 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 friends with cognitive benefits
  •  
    • The theorem that when solving problems, diversity can trump ability is not a political statement. It is a mathematical truth.
    • -Scott Page
    • who
    how
  • 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?
  • social network analysis
    • 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?
  • social network analysis
    • 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?
  • social network analysis
    • 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?
    • If everyone is thinking the same thing, someone isn’t thinking at all.
    • -General George S. Patton
  •  
  • dysfunction
  •  
  •  
  •  
  • always disagree lack of trust us vs. them personal conflict
  • always disagree lack of trust us vs. them personal conflict always agree lack of honesty us vs. them meeting after the meeting
  • sweet spot
  • sweet spot
  • agree & disagree
  • agree & disagree inquiry vs. advocacy
  • agree & disagree inquiry vs. advocacy solutions vs. problems
  • agree & disagree inquiry vs. advocacy solutions vs. problems empathy
  • agree & disagree inquiry vs. advocacy solutions vs. problems empathy I & we
  • wtf?
  • stfu.
  • middle finger!
    • 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
    • how?
  • 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 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 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 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 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 death
  • Difference Matrix 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
  •  
  • thank you!
  • 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
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