Let the Wild Rumpus Start (Great Ideas 2012)

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Slide deck from a session facilitated by joe gerstandt at the 2012 ASAE Great Ideas conference.

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Let the Wild Rumpus Start (Great Ideas 2012)

  1. 1. #ideas12 LG2 @joegerstandtLet the Wild Rumpus Start
  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. We simply decide without thinking much about thedecision process. -Jim Nightingale
  13. 13. sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  14. 14. who how
  15. 15. who
  16. 16. MBAHarvard University 100 people
  17. 17. team #1 MBAHarvard University 100 people
  18. 18. team #1 MBA Harvard University 100 peopleteam #2
  19. 19. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  20. 20. These theorems that when solving problems, diversity can trump ability and that when making predictions diversity matters just as much as ability are not political statements. They are mathematical truths.-Scott Page
  21. 21. recombine &synthesize
  22. 22. and…
  23. 23. team #1This team greatlyoverrates its ownproblem solving capacity.
  24. 24. This team greatly underrates its problem solving capacity.team #2
  25. 25. When diverse groups perform well, they don’t recognize their improved performance. When people have visceral feelings and emotions it’s really hard to explain themaway as “good” when they are feeling bad.-Katherine W. Phillips
  26. 26. Group intelligence is not strongly tied to either the average intelligence of the members or the team’s smartest member.-Thomas Malone, MIT Center for CollectiveIntelligence
  27. 27. How might your organization How couldinvolve more you make it diversity? happen? Feedback.
  28. 28. • mix up assignments, rotatea people through teams andc committees • promote reading, blogs, videot from a wide variety of sources, make it easy to sharei • send to variety of conferences,o subscribe to broad rotation of magazinesn • consider your networks
  29. 29. social 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?
  30. 30. social 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?
  31. 31. social 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?
  32. 32. social 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?
  33. 33. how
  34. 34. decision paradoxes… inclusion vs. efficiencyempowerment vs. control instinct vs. method head vs. heart Hoffberg & Korver (2006)
  35. 35. dysfunction
  36. 36. dysfunctional dysfunctional agreement disagreement
  37. 37. dysfunction
  38. 38. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  39. 39. quick show of hands…
  40. 40. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  41. 41. quick show of hands…
  42. 42. 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
  43. 43. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  44. 44. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
  45. 45. 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
  46. 46. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  47. 47. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  48. 48. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  49. 49. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  50. 50. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  51. 51. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  52. 52. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  53. 53. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  54. 54. identify a How would need or you make itopportunity happen? feedback
  55. 55. share difference & affinityexplicit agreementsinquiry vs. advocacyempathymake space for noveltylearn from failuremeta conversations
  56. 56. 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
  57. 57. 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
  58. 58. 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
  59. 59. 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
  60. 60. 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
  61. 61. high low difference difference high move to low difference: move to low 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
  62. 62. other ideas for mixing it up…• social technology• solution & idea contests• open space technology• decision accelerator• random assignment• more social• communities of practice
  63. 63. thank you!
  64. 64. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  65. 65. 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
  66. 66. 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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