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No. Great minds do NOT think alike. (2011 SHRM Leadership)

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Presentation on cognitive diversity delivered by joe gerstandt at the 2011 SHRM Leadership conference. …

Presentation on cognitive diversity delivered by joe gerstandt at the 2011 SHRM Leadership conference.
joegerstandt.com

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  • 1. Great minds do NOT think alike. #shrmlead
  • 2. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  • 3. MTengineers
  • 4. MTengineers MT management
  • 5. MT engineers NASAmanagement MT management
  • 6. MT engineers NASAmanagement MT management
  • 7. MT engineers NASAmanagement MT management
  • 8. TuesdaymorningJanuary 28th 1986
  • 9. MT engineers NASAmanagement MT management
  • 10. NASAmanagement MT management
  • 11. considerdecision Whatmaking at makes ityour chapter 1 - 10 better?
  • 12. What looks likeresistance isoften a lack ofclarity. -Switch, Dan and Chip Heath
  • 13. diversity…
  • 14. diversity… difference
  • 15. di·ver·si·ty[dih-vur-si-tee]noun, plural –ties1.the state or fact of beingdiverse; difference; unlikeness.2.variety; multiformity.3.a point of difference.
  • 16. diversity… difference takes many forms
  • 17. diversity… difference takes many forms relational
  • 18. diversity… difference takes many forms relational disruptive
  • 19. ↑diversity = ↑variance in performance groups with more diversityperform better or worse than groups with less diversity
  • 20. identity diversity:Differences in our socialidentities.cognitive diversity:Differences in how we think andsolve problems.
  • 21. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  • 22. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 23. 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)
  • 24. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 25. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive opportunitypersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 26. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive dramapersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  • 27. sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  • 28. 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
  • 29. MBAHarvard University 100 people
  • 30. team #1 MBAHarvard University 100 people
  • 31. team #1 MBA Harvard University 100 peopleteam #2
  • 32. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  • 33. so…perspectives are how wesee things (problems andopportunities)heuristics are how weapproach or solve them
  • 34. what do you see?
  • 35. -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.”
  • 36. so…perspectives are how wesee things (problems andopportunities)heuristics are how weapproach or solve them
  • 37. …if you do notknow the answer, choose “C”
  • 38. please add these numbers…
  • 39. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
  • 40. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
  • 41. please add these numbers…1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
  • 42. Draw a 9 dot matrix on a blankpaper …
  • 43. 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.
  • 44. so…perspectives = SUCCESS heuristics = success
  • 45. If everyone isthinking the same thing, someone isn’t thinking at all. -General George S. Patton
  • 46. who how
  • 47. how
  • 48. dysfunction
  • 49. dysfunctional dysfunctional agreement disagreement
  • 50. alsodysfunction
  • 51. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  • 52. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  • 53. 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
  • 54. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  • 55. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
  • 56. 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
  • 57. 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
  • 58. sweet spot
  • 59. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 60. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 61. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 62. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 63. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 64. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them & theymake space for noveltylearn from failuremeta conversations
  • 65. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 66. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 67. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  • 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 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
  • 70. who
  • 71. 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?
  • 72. 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?
  • 73. 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?
  • 74. 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?
  • 75. other ideas for mixing it up…• social technology• solution & idea contests• open space technology• decision accelerator• murder boarding• random assignment• more social• communities of practice
  • 76. - Hunter S. ThompsonWalk tall, kick ass, lovemusic, and neverforget you come from along line of truthseekers, lovers, andwarriors.
  • 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