slides from a presentation by joe

1. diversity+inclusion=innovation
(putting cognitive diversity to work)
#TNSHRM

2. joegerstandt.com
twitter.com/joegerstandt
linkedin.com/in/joegerstandt
facebook.com/joegerstandt
youtube.com/joegerstandt
joegerstandt.com/blog
slideshare.net/joeg

6. MT
engineers

7. MT
engineers
MT
management

8. MT
engineers
NASA
management
MT
management

9. MT
engineers
NASA
management
MT
management

10. Tuesday
morning
January
28th
1986

11. MT
engineers
NASA
management
MT
management

12. Can we have
a minute?

13. NASA
management
MT
management

14. consider
decision What
making in makes it
your org… 1 - 10 better?

15. c The extent to which d
o the group reflects i
g v
n
differences in e
i knowledge, including r
t beliefs, preferences s
i and perspectives. i
v t
-Miller, et al (1998) Strategic Management Journal
e y

16. analytical risk taker
rational creative
realistic flexible
factual synthesizer
logical conceptual
definitive intuitive
persistent passionate
planner cooperative
organized empathetic
disciplined expressive
detailed harmonizing
practical responsive
-Ned Herrmann

17. 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 Structure
Left 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)

18. analytical risk taker
rational creative
realistic flexible
factual synthesizer
logical conceptual
definitive intuitive
persistent passionate
planner cooperative
organized empathetic
disciplined expressive
detailed harmonizing
practical responsive
-Ned Herrmann

20. bringing information in
sharing information
making meaning from
information
quality decision making
creative problem solving
innovation
fully utilizing talent

21. The Social Origin of Good Idea
-Ronald Burt, University of Chicago
Teams 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

22. MBA
Harvard University
100 people

23. team #1
MBA
Harvard University
100 people

24. team #1
MBA
Harvard University
100 people
team #2

25. team #1
friends
with
cognitive
benefits MBA
Harvard University
100 people
team #2

26. who
how

28. 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

29. What’s in the toolbox?
•perspectives
•heuristics
•equifinality

30. perspectives
Perspectives are ways of
representing situations
and problems, how we
organize knowledge.

31. what do you see?

32. who
counting spending
saving helping

33. who
financial strategic
tactical people

34. who
earnings diversity
market share human capital

35. who
get lost get funding
get insurance get lucky

37. Do you seek out other perspectives?
peers
other departments
customers
other organizations
other professions & industries

38. heuristics
Heuristics are ways of
generating solutions.
Heuristics can vary in their
sophistication, and they can be
immediate reactions to
situations or simple rules of
thumb.

39. …if you do not
know the answer,
choose “C”

40. please add these numbers…

41. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

42. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55

43. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
…but how did you do it?

44. Draw a 9 dot matrix on a blank
paper …

46. Draw a 9 dot matrix on a blank
paper …
Without lifting your pencil from
the paper, draw exactly four
straight, connected lines that will
go through all nine dots, but
through each dot only once.

51. None of us is as
smart as all of us.
-Ken Blanchard

52. equifinality
The belief that a given
result can be achieved
many different ways.

53. going from point a to point b
Are there multiple
ways to get there…or
is there one “right”
way?

55. so…
perspectives are how we see things
(problems and opportunities)
heuristics are how we approach or
solve them
equifinality is how open we are to
considering other perspectives and
heuristics

56. If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-General George S. Patton

57. who
how

59. dysfunction

60. dysfunctional dysfunctional
agreement disagreement

62. dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement

63. 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

64. 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

65. Dissent is closely
associated with
higher quality in
strategic decision
making.
-Dooley, Fryxell (1999) Academy of Management Journal

66. Exposure to minority
dissent increases
individual courage to
resist group pressures
to conformity.
-Nemeth, Chiles (1988) European Journal of Social Psychology

67. always
disagree lack of
trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
us vs.
them personal
conflict

68. always
always
agree
lack of disagree lack of
honesty trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
us vs.
us vs.
them meeting them personal
after the conflict
meeting

69. dysfunctional dysfunctional
dysfunctionalsweet
agreement disagreement
agreement
spot

70. sweet spot

71. agree & disagree

72. agree & disagree
explicit agreements

73. agree & disagree
explicit agreements
inquiry vs. advocacy

74. agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems

75. agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy

76. agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they

77. agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
meta conversations

78. agree & disagree
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
meta conversations

79. high low
difference difference
high learning celebration
growth reinforcement
interaction self-organization energy
stress low productivity
conflict wasted energy
exhaustion factions
low reflection comfort
safety belonging
interaction clearing the decks rest and recovery
isolation boredom
misunderstanding stagnation
Difference Matrix
Glenda Eoyang HSDI frustration death

80. high low
difference difference
high move to low difference: move to low
Tell a joke. interaction:
interaction State a shared value or belief. Stop communicating.
Share personal experience. Leave the area.
Pick a low difference topic. Explain yourself.
Pick a low
communication topic.
low move to high interaction: move to high
Ask a question. difference:
interaction Use another medium. Amplify little differences
Listen more. Play devils advocate
Pick a high communication Pick a high difference
topic. topic
Difference Matrix
Glenda Eoyang HSDI

81. who
how

82. social network analysis
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?

83. social network analysis
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?

84. social network analysis
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?

85. social network analysis
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?

86. Where do good ideas come
from? That is simple…from
differences. Creativity comes
from unlikely juxtapositions.
The best way to maximize
differences is to mix ages,
cultures and disciplines.
-Nicolas Negroponte, founder MIT Media Lab

87. thank you!

88. www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081

89. 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

90. 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