No. Great Minds do Not Think Alike (CalSAE 2011)

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Presentation delivered by joe gerstandt at the 2011 California Society of Association Executives annual meeting.
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  • Ned Herman
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  • Wayne Baker SNA
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  • No. Great Minds do Not Think Alike (CalSAE 2011)

    1. 1. No. Great minds do not think alike. considering cognitive diversity
    2. 2. <ul><li>#calsae11 </li></ul><ul><li>@joegerstandt </li></ul><ul><li>joegerstandt.com </li></ul><ul><li>joegerstandt.com/blog </li></ul><ul><li>linkedin.com/in/joegerstandt </li></ul><ul><li>youtube.com/joegerstandt </li></ul><ul><li>slideshare.net/joeg </li></ul><ul><li>… so now you have my digits yo </li></ul>
    3. 3. <ul><li>diversity is… </li></ul><ul><li>difference </li></ul>
    4. 4. <ul><li>difference takes many forms </li></ul>
    5. 6. <ul><li>difference is relational </li></ul><ul><li>… it exists between people, not in people </li></ul>
    6. 7. <ul><li>difference is a catalyst </li></ul><ul><li>… difference always changes social groups </li></ul><ul><li>(tension) </li></ul>
    7. 8. difference changes social groups… <ul><li>greater diversity = greater variance in performance </li></ul><ul><li>(groups with more diversity perform better or worse than groups with less diversity) </li></ul>
    8. 9. <ul><li>social group </li></ul><ul><li>+ </li></ul><ul><li>difference </li></ul><ul><li>= conflict or creation </li></ul>
    9. 10. <ul><li>inclusion is… </li></ul><ul><li>The capacity to include difference. </li></ul><ul><li>fairness of governance practices </li></ul><ul><li>openness to difference </li></ul><ul><li>inclusion in decision making </li></ul>
    10. 13. <ul><li>what? </li></ul>
    11. 14. cognitive diversity <ul><li>The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. </li></ul><ul><li>-Miller, et al (1998) Strategic Management Journal </li></ul>
    12. 15. 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
    13. 16. 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
    14. 17. 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
    15. 19. <ul><li>why? </li></ul>
    16. 20. counting money spending money saving money helping the others
    17. 21. <ul><li>Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. </li></ul><ul><li>-Hackman & Morris, Advances in Experimental Social Psychology </li></ul>
    18. 23. <ul><li>Exposure to minority dissent increases individual courage to resist group pressures to conformity. </li></ul><ul><li>-Nemeth, Chiles (1988) European Journal of Social Psychology </li></ul>
    19. 25. <ul><li>Minority dissent, even dissent that is wrong, stimulates divergent thought. Issues and problems are considered from more perspectives and group members find more correct answers. </li></ul><ul><li>-Nemeth, Staw (1989) Advances in Experimental Social Psychology </li></ul>
    20. 27. <ul><li>The debating of dissenting issues consequent to different approaches and perceptions associated with cognitive diversity has been found to stimulate divergent thinking, which is closely linked to creative output. </li></ul><ul><li>-Nemeth, Nemeth-Brown (2003) Group Creativity, Oxford University Press </li></ul>
    21. 29. MBA Harvard University 100 people
    22. 30. MBA Harvard University 100 people team #1
    23. 31. MBA Harvard University 100 people team #1 team #2
    24. 32. MBA Harvard University 100 people team #1 team #2 friends with cognitive benefits
    25. 34. <ul><li>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. </li></ul><ul><li>-Scott Page </li></ul>
    26. 35. <ul><li>If everyone is thinking the same thing, someone isn’t thinking at all. </li></ul><ul><li>-General George S. Patton </li></ul>
    27. 36. <ul><li>what gets in the way? </li></ul>
    28. 38. <ul><li>conformity & social pressure </li></ul><ul><li>labels & stereotypes </li></ul><ul><li>power & politics </li></ul><ul><li>skills for dialogue and disagreement </li></ul><ul><li>awareness </li></ul><ul><li>ground rules & expectations </li></ul>
    29. 42. <ul><li>how? </li></ul>
    30. 43. discuss & decide differently <ul><li>expect everyone to promote and participate in honest, candid conversation and support the final outcome </li></ul><ul><li>ground rules </li></ul><ul><li>discuss and practice disagreeing </li></ul><ul><li>devils advocate </li></ul>
    31. 44. discuss & decide differently <ul><li>appreciative inquiry, world café, listening circles, open space, ignite </li></ul><ul><li>blogging, twittering, social networks </li></ul><ul><li>change who is in the conversation </li></ul>
    32. 45. social network analysis <ul><li>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? </li></ul>
    33. 46. social network analysis <ul><li>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? </li></ul>
    34. 47. social network analysis <ul><li>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? </li></ul>
    35. 48. social network analysis <ul><li>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? </li></ul>
    36. 49. 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
    37. 50. 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
    38. 51. 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
    39. 52. 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
    40. 53. 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
    41. 54. 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
    42. 55. 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
    43. 56. 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
    44. 57. 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
    45. 58. 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
    46. 59. thank you!
    47. 60. resources <ul><li>The Difference : How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies | Scott Page </li></ul><ul><li>The Wisdom of Crowds | James Surowiecki </li></ul><ul><li>A Whole New Mind | Daniel Pink </li></ul><ul><li>The Medici Effect | Frans Johansson </li></ul><ul><li>The Geography of Thought | Richard Nisbett </li></ul>
    48. 61. resources <ul><li>Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Network | Wayne E. Baker </li></ul><ul><li>The Whole Brain Business Book | Ned Herrmann </li></ul><ul><li>Competitive Advantage Through People: Unleashing the Power of the Work Force | Jeffrey Pfeffer </li></ul>
    49. 62. <ul><li>joe gerstandt </li></ul><ul><li>www.joegerstandt.com </li></ul><ul><li>[email_address] </li></ul><ul><li>www.twitter.com/joegerstandt </li></ul><ul><li>www.linkedin.com/in/joegerstandt </li></ul><ul><li>www.facebook.com/joegerstandt </li></ul><ul><li>402.740.7081 </li></ul>

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