We are living in a constantly changing world with increasing IT challenges both in size and complexity. Sorting out these challenges and turning them into opportunities requires a creative, adaptable, and effectively allocated team. Understanding underlying differences in diverse teams, such as differences in functional background, education, or personality, can facilitate creativity or group problem solving—but only when a group process is well defined. In this talk we will explore the idea of group process and diversity beyond race/ethnicity, gender, or age.

1. O N E S I Z E F I T S A L L
N O T R E A L LY !

2. @ I X C H E L R U I Z
A I M
Provide you with knowledge to improve cooperation
and team work.

3. @ I X C H E L R U I Z

4. @ I X C H E L R U I Z

5. @ I X C H E L R U I Z

6. @ I X C H E L R U I Z
– I N N O VAT I O N T H R O U G H D I V E R S I T Y
The Mix That Matters.

7. @ I X C H E L R U I Z
T H E S T U D Y
• The Boston Consulting Group & Technical University of
Munich
• A study of 171 German, Swiss, and Austrian companies.
• The survey was conducted during the second half of 2016.
• Among the companies that took the survey, one-third had
fewer than 1,000 employees, one-quarter had more than
10,000, and 42% had from 1,000 to 10,000.

8. @ I X C H E L R U I Z
F I N D I N G S
• Four types of diversity — industry background,
country of origin, career path, and gender —
positively correlate with innovation.
• Management diversity consistently boosts
innovation at large companies and at complex
companies.

9. @ I X C H E L R U I Z
FA C T O R S
• Management teams with the same background are
"less than optimal" in decision making.
• High percentage of female managers ➡ “disruptive
innovation”

10. @ I X C H E L R U I Z
B O T T O M L I N E
• The study shows that companies with the greatest
gender diversity generated about 34% of their
revenues from innovative products and services in
the most recent three-year period vs 25% for
companies that have the least gender diversity.

11. @ I X C H E L R U I Z
- C ATA R I N A R . F E R N A N D E S A N D J E F F R E Y T. P O L Z E R
“Diversity in Groups”

12. @ I X C H E L R U I Z
S I M I L A R I T Y- AT T R A C T I O N PA R A D I G M
( 1 9 9 8 )
• Group members cooperate more with those categorized as
ingroup members, while derogating and distrusting outgroup
members.
• intergroup conflict
• poor communication
• low cohesion
• decreased team morale and performance.
• “Homophily biases”

13. @ I X C H E L R U I Z
VA L U E - I N - D I V E R S I T Y H Y P O T H E S I S
( 2 0 0 5 )
• Difference: a source of insight, unique perspectives (creating a
larger pool of available information, skills, approaches, and
networks)
• Constructive task conflict and debate, explore alternative
solutions and conduct more thorough analyses
• Creativity, better decisions, and higher performance
• Homogeneous groups ➡ redundant perspectives.
• Heterogeneous groups solved problems more effectively than
homogeneous groups.

14. @ I X C H E L R U I Z
– I M P R O V I N G T E A M D Y N A M I C S -
“How do we get the benefits and avoid the
drawbacks?”

15. @ I X C H E L R U I Z
P R O J E C T A R I S T O T L E
"The whole can be greater than the sum of its
parts."

16. @ I X C H E L R U I Z
– T H E F I V E K E Y S T O A S U C C E S S F U L G O O G L E T E A M
“Who is on a team matters less than how the team
members interact, structure their work, and view
their contributions. ”

17. @ I X C H E L R U I Z
F I V E K E Y S
• Psychological safety
• Dependability
• Structure & Clarity
• Meaning of work
• Impact of work
C A N W E TA K E R I S K S O N T H I S T E A M W I T H O U T F E E L I N G I N S E C U R E O R E M B A R R A S S E D ?
C A N W E C O U N T O N E A C H O T H E R T O D O H I G H Q U A L I T Y W O R K O N T I M E ?
D O E S T H E T E A M H AV E C L E A R G O A L S , R O L E S A N D E X E C U T I O N P L A N S ?
D O W E F U N D A M E N TA L LY B E L I E V E T H AT T H E W O R K W E ’ R E D O I N G M AT T E R S ?
A R E W E W O R K I N G O N S O M E T H I N G T H AT I S P E R S O N A L LY I M P O R TA N T F O R E A C H O F U S ?

18. @ I X C H E L R U I Z
A M Y C . E D M O N D S O N
“Psychological Safety, Trust, and Learning in
Organizations: A Group-level Lens ”

19. @ I X C H E L R U I Z
P S Y C H O L O G I C A L S A F E T Y
• Trust is the expectation that others' future actions will
be favorable to one's interests; psychological safety
refers to a climate in which people are comfortable
being (and expressing) themselves.
• “participative safety” : environment which is
perceived as interpersonally non-threatening ➡
decision making, information sharing, interaction
frequency and safety

20. @ I X C H E L R U I Z
T R U S T
• Trust is a feeling, a distinctly human experience.
• Trust comes from a sense of common values and
beliefs.
• Knowing how people will react is key to building trust.
Because you can't trust someone whose behavior you
can't predict.

21. @ I X C H E L R U I Z
F I V E FA C T O R S
• Leader behavior
• Accessibility
• Inviting input ➡ Feedback
• Modeling openness and fallibility
• Trusting and respectful interpersonal relationships

22. @ I X C H E L R U I Z
F I V E FA C T O R S
• Practice Fields
• Organizational context support
• Emergent group dynamics

23. @ I X C H E L R U I Z
C O N S E Q U E N C E S
• Help seeking behavior
• Feedback-seeking
• Speaking up about errors and concerns
• Innovative Behavior and Innovation

24. @ I X C H E L R U I Z
F E E D B A C K
• Appreciation
R E L AT I O N S H I P A N D H U M A N
C O N N E C T I O N . " T H A N K S "
• Coaching
L E A R N , G R O W, O R C H A N G E .
• Evaluation
A S S E S S M E N T, R A N K I N G , O R
R AT I N G .

25. @ I X C H E L R U I Z
http://www.lunarbaboon.com/comics/feedback.html

26. @ I X C H E L R U I Z
– M A R G A R E T H E F F E R N A N
“No idea is born fully formed. It emerges a little bit
as a child is born, kind of messy and confused, but
full of possibilities.”

27. @ I X C H E L R U I Z
“Creativity, a form of free self-expression ”

28. @ I X C H E L R U I Z
M A R T I N E H A A S A N D M A R K M O R T E N S E N
“The Secrets of Great Teamwork ”

29. @ I X C H E L R U I Z
J . R I C H A R D H A C K M A N
“What matters most to collaboration is not the
personalities, attitudes, or behavioral styles of
team members. Instead, what teams need to thrive
are certain “enabling conditions.”

30. @ I X C H E L R U I Z
E N A B L I N G C O N D I T I O N S
• Compelling direction.
• Strong structure.
• Supportive context.
• Shared mindset.

31. @ I X C H E L R U I Z
F I V E K E Y S
• Psychological safety
• Dependability
• Structure & Clarity
• Meaning of work
• Impact of work
E N A B L I N G
C O N D I T I O N S
• Compelling direction.
• Strong structure.
• Supportive context.
• Shared mindset.

32. @ I X C H E L R U I Z
P E R S O N A L I T Y T R A I T S
“I” am a team member

33. @ I X C H E L R U I Z
– B R I A N R . L I T T L E
OCEAN: The Five Factors

34. @ I X C H E L R U I Z
D I M E N S I O N S O F P E R S O N A L I T Y
• Openness to Experience vs. Closed to Experience
• Conscientiousness vs. Carelessness
• Extraversion vs. Introversion
• Agreeableness vs. Disagreeableness
• Neuroticism vs. Stability

35. @ I X C H E L R U I Z
O P E N N E S S T O E X P E R I E N C E
• Willingness to try to new things, to be vulnerable, and
the ability to think outside the box.
• Creativity, mental flexibility, cultural aptitude and
intelligence.

36. @ I X C H E L R U I Z
C O N S C I E N T I O U S N E S S
• Tendency to control impulses and act in socially
acceptable ways.
• Goal-directed behavior.
• Will to achieve, take responsibility, and follow-through
of plans.

37. @ I X C H E L R U I Z
E X T R AV E R S I O N
• Degree to which an individual seeks out social contact.
• Extraverts have lower levels of neurophysiological
arousal in the brain areas involved in effective
performance, so they need to seek stimulation from
their environments.
• Stand closer, speak louder and communicate more
bluntly.
• Primarily motivated to seek out rewards.

38. @ I X C H E L R U I Z
A G R E E A B L E N E S S
• Degree to which an individual is friendly and altruistic.
• How well people get along with others (orientation to
others).

39. @ I X C H E L R U I Z
N E U R O T I C I S M
• Degree to which an individual is affected by negative
emotional states and moods.
• Anxious about their social relationships.
• Not to disappoint people, and they’re motivated in
social contexts like interdependent teams to work very
hard, to persist at their task and to be well prepared.
• Are driven to put in a great deal of time and effort on
behalf of the group’s goals.

40. @ I X C H E L R U I Z
– B R I A N R . L I T T L E
Personality Matters in Software Development

41. @ I X C H E L R U I Z
H O W P E R S O N A L I T I E S E X C E L
• Open individuals : bring new ideas.
• Conscientious individuals : reliable and able to get
routine tasks done effectively and efficiently
• Extraverts : nurturing and motivating others
• Agreeableness
• Neurotic: individuals are particular sensitive to some
of the threatening aspects of their environments

42. @ I X C H E L R U I Z
M I N D T H E G A P
• Extraverts seek stimulation from their environments.
• Introverts often retreat from group activities.
• Extraverts need engagement when they are learning,
preferring verbal exchange and discussion.
• Introverts prefer clear and well organized
communications before meetings.

43. @ I X C H E L R U I Z
F R E E T R A I T S
• Act out of character for professional reasons and love.
• Benefits and costs to engaging in free traits.
• Expand our agility in dealing with challenging
situations.
• There is a risk of burning out and, in the most
serious cases, compromising our physical health.

44. @ I X C H E L R U I Z
R E S T O R AT I V E N I C H E S
“Indulge our more natural traits”

45. @ I X C H E L R U I Z
T E A M C O M P O S I T I O N
PERSONALITY TRAITS
G E N D E R , I N D U S T RY B A C K G R O U N D , C O U N T RY O F
O R I G I N , C A R E E R PAT H , A G E , A C A D E M I C
B A C K G R O U N D

46. @ I X C H E L R U I Z
F E E D B A C K ?
“Thank you very much”

47. @ I X C H E L R U I Z
B O N U S M AT E R I A L

48. @ I X C H E L R U I Z
- E X P E C TAT I O N S
“Dragon Children”

49. @ I X C H E L R U I Z
H O W ?
• Human bias
• IQ
• Self esteem
• Expectations

50. @ I X C H E L R U I Z
B A R RY S C H WA R T Z
“Our loss of wisdom”

51. @ I X C H E L R U I Z
"We turn increasingly to rules, rules and incentives may
make things better in the short run, but they create a
downward spiral that makes them worse in the long run.
Moral skill is chipped away by an over-reliance on rules
that deprives us of the opportunity to improvise and
learn from our improvisations. And moral will is
undermined by an incessant appeal to incentives that
destroy our desire to do the right thing. And without
intending it, by appealing to rules and incentives, we are
engaging in a war on wisdom.”

52. @ I X C H E L R U I Z
“Wanting to do the right thing in the right way for the
right reasons. This kind of wisdom is within the grasp of
each and every one of us if only we start paying
attention. Paying attention to what we do, to how we do
it, and, perhaps most importantly, to the structure of the
organizations within which we work, so as to make sure
that it enables us and other people to develop wisdom
rather than having it suppressed.”