team genius (National Safety Council Conference - keynote)

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slides from opening keynote presentation from joe gerstandt at National Safety Council Nebraska annual conference
@joegerstandt

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team genius (National Safety Council Conference - keynote)

  1. 1. team genius @joegerstandt
  2. 2. @joegerstandt joegerstandt.com linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joe.gerstandt@gmail.com slideshare.net/joeg
  3. 3. MT engineers @joegerstandt
  4. 4. MT management MT engineers
  5. 5. MT management MT engineers NASA management
  6. 6. MT management MT engineers NASA management
  7. 7. MT management MT engineers NASA management
  8. 8. Tuesday morning January 28th 1986
  9. 9. MT management MT engineers NASA management
  10. 10. MT management NASA management
  11. 11. groupthink: Mode of thinking that happens when group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.
  12. 12. consider decision making… 1 - 10 What makes it better?
  13. 13. We simply decide without thinking much about the decision process. -Jim Nightingale
  14. 14. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
  15. 15. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  16. 16. Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman, Morris (1975) Advances in Experimental Social Psychology
  17. 17. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  18. 18. 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 Collective Intelligence
  19. 19. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  20. 20. 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 -Ned Herrmann
  21. 21. 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) LeftMode RightMode ANALYZE ORGANIZE STRATEGIZE PERSONALIZE
  22. 22. 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 -Ned Herrmann
  23. 23. 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 potential
  24. 24. 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 tension
  25. 25. 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 -Ned Herrmann
  26. 26. dysfunction
  27. 27. also dysfunction
  28. 28. dysfunctional disagreement dysfunctional agreement dysfunctional agreement
  29. 29. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
  30. 30. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them always agree lack of honesty meeting after the meeting avoid conflict
  31. 31. dysfunctional disagreement dysfunctional agreement dysfunctional agreement sweet spot
  32. 32. If everyone is thinking the same thing, someone isn’t thinking at all. -General George S. Patton
  33. 33. work to have a beginners mind
  34. 34. third chair
  35. 35. have rules
  36. 36. low courage high courage low consideration passive aggressive aggressive high consideration passive assertive
  37. 37. Passive communicators: • fail to assert themselves • allow others to deliberately or inadvertently infringe on their rights • fail to express their feelings, needs, or opinions • tend to speak softly or apologetically • exhibit poor eye contact and slumped body posture
  38. 38. Aggressive communicators: • try to dominate others • use humiliation to control others • criticize, blame, or attack others • speak in a loud, demanding, and overbearing voice • do not listen well • interrupt frequently • use “you” statements
  39. 39. Passive-Aggressive communicators: • mutter to themselves rather than confront the person or issue • have difficulty acknowledging their anger • use facial expressions that don't match how they feel - i.e., smiling when angry • use sarcasm • appear cooperative while purposely doing things to annoy and disrupt • use subtle sabotage to get even
  40. 40. Assertive communicators: • state needs, feelings and wants clearly, appropriately, and respectfully • use “I” statements • listen well without interrupting • have good eye contact • speak in a calm and clear tone of voice • have a relaxed body posture • do not allow others to abuse or manipulate them
  41. 41. 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
  42. 42. 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
  43. 43. 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
  44. 44. 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
  45. 45. 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
  46. 46. 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 topicDifference Matrix Glenda Eoyang HSDI
  47. 47. 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
  48. 48. 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
  49. 49. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081

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