diversity + inclusion = innovation
joegerstandt.com     twitter.com/joegerstandtlinkedin.com/in/joegerstandt  facebook.com/joegerstandt   youtube.com/joegers...
MTengineers
MTengineers      MT  management
MT             engineers  NASAmanagement                   MT               management
MT             engineers  NASAmanagement                   MT               management
MT             engineers  NASAmanagement                   MT               management
TuesdaymorningJanuary  28th  1986
MT             engineers  NASAmanagement                   MT               management
Can we have a minute?
NASAmanagement                 MT             management
consider               What           1 - 10decision            makes itmaking…              better?
The extent to which thegroup reflects differences  in knowledge, including  beliefs, preferences and              perspect...
analytical     risk taker rational       creative realistic       flexible  factual     synthesizer  logical     conceptua...
Cerebral Mode (abstract & intellectual thought)                       ANALYZE                          STRATEGIZE         ...
analytical     risk taker rational       creative realistic       flexible  factual     synthesizer  logical     conceptua...
analytical                 risk taker rational                   creative realistic                   flexible  factual   ...
analytical               risk taker rational                 creative realistic                 flexible  factual         ...
sharing information   making meaning from               information quality decision makingcreative problem solving       ...
The Social Origin of Good Ideas        -Ronald Burt, University of ChicagoTeams with greater training and experiential div...
MBAHarvard University   100 people
team #1      MBAHarvard University   100 people
team #1                MBA          Harvard University             100 peopleteam #2
team #1 friends   withcognitivebenefits          MBA            Harvard University               100 peopleteam #2
and…
team #1This team greatlyoverrates its ownproblem solving    capacity.
This team greatly           underrates its          problem solving              capacity.team #2
who      how
If everyone isthinking the same   thing, someone   isn’t thinking at                 all.         -General George S. Patton
who      how
dysfunction
dysfunctional   dysfunctional agreement      disagreement
alsodysfunction
dysfunctionaldysfunctional     dysfunctional agreement     agreement    disagreement
Groups often fail to   outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsupp...
Minority dissent, even dissent     that is wrong, stimulatesdivergent thought. Issues and     problems are considered  fro...
always                   disagree lack of                             trust  dysfunctionaldysfunctional     dysfunctional ...
always                            always     agree               lack of     disagree lack of              honesty        ...
dysfunctional dysfunctionaldysfunctionalsweet     agreement disagreement agreement            spot
who      how
Survey of 1,800 people asked:• Does your boss need to change?• Do your peers need to change?• Do your subordinates need to...
being inclusive work to  have abeginners   mind
being inclusive       seek out &         protect         novelty
being inclusive          listen         actively
being inclusiveconvey & invite
being inclusiveexpress clearly and    completely
being inclusivethirdchair
being inclusivedisentangle intentions    and outcomes
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                  low                      difference           difference   high                   learning          ...
high                        low                           difference                 difference   high              move t...
social network analysis    From time to time people discuss important matters withother people. Looking back overthe past ...
social network analysis     Consider the people youcommunicate with in order to get    your work done. Of all the people y...
social network analysisConsider an important project orinitiative that you are involved in. Consider the people who would ...
social network analysis   Who do you socialize with?(spending time with people afterwork hours, visiting one anotherat hom...
Where do good ideas come   from? That is simple…fromdifferences. Creativity comes from unlikely juxtapositions.     The be...
other ideas for mixing it up…•   social technology•   solution & idea contests•   open space•   decision accelerator, a.i....
thank you!
www.joegerstandt.com  joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com...
resources• The Difference: How the Power of Diversity  Creates Better Groups, Firms, Schools, and  Societies | Scott Page•...
resources• Achieving Success Through Social  Capital: Tapping Hidden Resources in  Your Personal and Business Network |  W...
diversity+inclusion=innovation (HR West 2012)
diversity+inclusion=innovation (HR West 2012)
diversity+inclusion=innovation (HR West 2012)
diversity+inclusion=innovation (HR West 2012)
diversity+inclusion=innovation (HR West 2012)
diversity+inclusion=innovation (HR West 2012)
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joe gerstandt presentation at 2012 HR West Conference on Cognitive Diversity and its role in driving Innovation

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diversity+inclusion=innovation (HR West 2012)

  1. 1. diversity + inclusion = innovation
  2. 2. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  3. 3. MTengineers
  4. 4. MTengineers MT management
  5. 5. MT engineers NASAmanagement MT management
  6. 6. MT engineers NASAmanagement MT management
  7. 7. MT engineers NASAmanagement MT management
  8. 8. TuesdaymorningJanuary 28th 1986
  9. 9. MT engineers NASAmanagement MT management
  10. 10. Can we have a minute?
  11. 11. NASAmanagement MT management
  12. 12. consider What 1 - 10decision makes itmaking… better?
  13. 13. The extent to which thegroup reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journalcognitive diversity
  14. 14. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  15. 15. 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)
  16. 16. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitivepersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive -Ned Herrmann
  17. 17. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive potentialpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  18. 18. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptualdefinitive intuitive tensionpersistent passionate planner cooperativeorganized empatheticdisciplined expressive detailed harmonizing practical responsive
  19. 19. sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  20. 20. 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
  21. 21. MBAHarvard University 100 people
  22. 22. team #1 MBAHarvard University 100 people
  23. 23. team #1 MBA Harvard University 100 peopleteam #2
  24. 24. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  25. 25. and…
  26. 26. team #1This team greatlyoverrates its ownproblem solving capacity.
  27. 27. This team greatly underrates its problem solving capacity.team #2
  28. 28. who how
  29. 29. If everyone isthinking the same thing, someone isn’t thinking at all. -General George S. Patton
  30. 30. who how
  31. 31. dysfunction
  32. 32. dysfunctional dysfunctional agreement disagreement
  33. 33. alsodysfunction
  34. 34. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  35. 35. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
  36. 36. Minority dissent, even dissent that is wrong, stimulatesdivergent thought. Issues and problems are considered from more perspectives and group members find more correct answers. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
  37. 37. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  38. 38. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement lacking us vs. skills meeting them personal after the conflict meeting
  39. 39. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  40. 40. who how
  41. 41. Survey of 1,800 people asked:• Does your boss need to change?• Do your peers need to change?• Do your subordinates need to change?• Do you need to change?80% agreed that their boss, their peers and their subordinates need to change. 20% believe they need to change. -Sue Annis Hammond, Andrea Mayfield
  42. 42. being inclusive work to have abeginners mind
  43. 43. being inclusive seek out & protect novelty
  44. 44. being inclusive listen actively
  45. 45. being inclusiveconvey & invite
  46. 46. being inclusiveexpress clearly and completely
  47. 47. being inclusivethirdchair
  48. 48. being inclusivedisentangle intentions and outcomes
  49. 49. 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
  50. 50. 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
  51. 51. 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
  52. 52. 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
  53. 53. 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
  54. 54. 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
  55. 55. social network analysis From time to time people discuss important matters withother people. Looking back overthe past six months, who are the people with whom you discussed matters important to you?
  56. 56. social network analysis Consider the people youcommunicate 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?
  57. 57. social network analysisConsider an important project orinitiative that you are involved in. Consider the people who would be influential for getting it approved or obtaining theresources you need. Who would you talk to, to get the support you need?
  58. 58. social network analysis Who do you socialize with?(spending time with people afterwork hours, visiting one anotherat 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?
  59. 59. 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
  60. 60. other ideas for mixing it up…• social technology• solution & idea contests• open space• decision accelerator, a.i.• mix up assignment• more social• communities of practice
  61. 61. thank you!
  62. 62. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  63. 63. 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
  64. 64. 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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