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diversity+inclusion=innovation 2014 INSHRM

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From a joe gerstandt presentation at the 2014 Indiana SHRM conference focused on cognitive diversity or diversity of thought.
@joegerstandt
joegerstandt.com

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diversity+inclusion=innovation 2014 INSHRM

  1. 1. #INSHRM @joegerstandt
  2. 2. “We need in every community a group of angelic troublemakers.” Bayard Rustin
  3. 3. joegerstandt.com joe.gerstandt@gmail.com linkedin.com/in/joegerstandt youtube.com/joegerstandt twitter.com/joegerstandt slideshare.net/joeg 402.740.7081
  4. 4. MT engineers @joegerstandt
  5. 5. MT management MT engineers
  6. 6. MT management MT engineers NASA management
  7. 7. MT management MT engineers NASA management
  8. 8. MT management MT engineers NASA management
  9. 9. Tuesday morning January 28th 1986
  10. 10. MT management MT engineers NASA management
  11. 11. MT management NASA management
  12. 12. g r o u p t h i n k
  13. 13. groupthink: mode of thinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.
  14. 14. 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. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
  15. 15. consider decision making… 1 - 10 What makes it better?
  16. 16. We simply decide without thinking much about the decision process. -Jim Nightingale
  17. 17. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
  18. 18. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  19. 19. 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
  20. 20. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
  21. 21. 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
  22. 22. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  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 -Ned Herrmann
  24. 24. 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
  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. 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
  27. 27. 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
  28. 28. 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
  29. 29. MBA Harvard University 100 people
  30. 30. MBA Harvard University 100 people team #1
  31. 31. MBA Harvard University 100 people team #1 team #2
  32. 32. MBA Harvard University 100 people team #1 team #2
  33. 33. MBA Harvard University 100 people team #1 team #2 friends with cognitive benefits
  34. 34. 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
  35. 35. but…
  36. 36. team #1 This team greatly overrates its own problem solving capacity.
  37. 37. team #2 This team greatly underrates its problem solving capacity.
  38. 38. dysfunction
  39. 39. also dysfunction
  40. 40. dysfunctional disagreement dysfunctional agreement dysfunctional agreement
  41. 41. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them
  42. 42. 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
  43. 43. dysfunctional disagreement dysfunctional agreement dysfunctional agreement sweet spot
  44. 44. have rules
  45. 45. work to have a beginners mind
  46. 46. third chair
  47. 47. 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
  48. 48. 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
  49. 49. 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
  50. 50. 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
  51. 51. 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
  52. 52. 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
  53. 53. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
  54. 54. 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
  55. 55. 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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