Let The Wild Rumpus Start (NEHHLS 2012)

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Workshop on leveraging cognitive diversity to drive innovation, delivered by joe gerstandt at the 2012 Northeast Home Health Leadership Summit in Boston MA.

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Let The Wild Rumpus Start (NEHHLS 2012)

  1. 1. joegerstandt.com twitter.com/joegerstandtlinkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  2. 2. MTengineers
  3. 3. MTengineers MT management
  4. 4. MT engineers NASAmanagement MT management
  5. 5. MT engineers NASAmanagement MT management
  6. 6. MT engineers NASAmanagement MT management
  7. 7. TuesdaymorningJanuary 28th 1986
  8. 8. MT engineers NASAmanagement MT management
  9. 9. NASAmanagement MT management
  10. 10. consider Whatdecision makes itmaking… 1 - 10 better?
  11. 11. What looks likeresistance isoften a lack ofclarity. -Switch, Dan and Chip Heath
  12. 12. diversity…
  13. 13. diversity… difference
  14. 14. di·ver·si·ty[dih-vur-si-tee]noun, plural –ties1.the state or fact of beingdiverse; difference; unlikeness.2.variety; multiformity.3.a point of difference.
  15. 15. diversity… difference relational
  16. 16. diversity… difference relational takes many forms
  17. 17. diversity… difference relational takes many forms disruptive
  18. 18. ↑diversity = ↑variance in performance groups with more diversityperform better or worse than groups with less diversity
  19. 19. cognitive diversity The extent to which thegroup reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  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. sharing information making meaning from information quality decision makingcreative problem solving innovation fully utilizing talent
  22. 22. MBAHarvard University 100 people
  23. 23. team #1 MBAHarvard University 100 people
  24. 24. team #1 MBA Harvard University 100 peopleteam #2
  25. 25. team #1 friends withcognitivebenefits MBA Harvard University 100 peopleteam #2
  26. 26. who how
  27. 27. dysfunction
  28. 28. dysfunctional dysfunctional agreement disagreement
  29. 29. alsodysfunction
  30. 30. dysfunctionaldysfunctional dysfunctional agreement agreement disagreement
  31. 31. always disagree lack of trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  32. 32. always always agree lack of disagree lack of honesty trust dysfunctionaldysfunctional dysfunctional agreement agreement disagreement avoid us vs. conflict meeting them personal after the conflict meeting
  33. 33. dysfunctional dysfunctionaldysfunctionalsweet agreement disagreement agreement spot
  34. 34. Groups often fail to outperform individualsbecause they prematurely move to consensus, withdissenting opinions beingsuppressed or dismissed.-Hackman, Morris (1975) Advances in Experimental Social Psychology
  35. 35. Minority dissent, even dissent that is wrong, stimulates divergent thought. Issuesand problems are considered from more perspectives and group members find more correct answers. -Nemeth, Staw (1989) Advances in Experimental Social Psychology
  36. 36. 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
  37. 37. sweet spot
  38. 38. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  39. 39. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  40. 40. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  41. 41. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  42. 42. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  43. 43. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them & theymake space for noveltylearn from failuremeta conversations
  44. 44. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  45. 45. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  46. 46. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  47. 47. share difference & commonalityexplicit agreementsinquiry vs. advocacysolutions vs. problemsempathyi & we vs. them and theymake space for noveltylearn from failuremeta conversations
  48. 48. 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
  49. 49. how
  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 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
  52. 52. doing inclusion work to have abeginners mind
  53. 53. doing inclusionthird chair
  54. 54. doing inclusionconvey & invite
  55. 55. doing inclusionask good open endedquestions
  56. 56. doing inclusionexpress clearly and completely
  57. 57. doing inclusiondisentangle intentions and outcomes
  58. 58. who
  59. 59. social network analysisFrom time to time people discuss important matters with other people. Looking back over the past six months, who are thepeople with whom you discussed matters important to you?
  60. 60. social network analysis Consider the people youcommunicate with in order to get your work done. Of all thepeople you have communicated with during the last six months,who has been the most important for getting your work done?
  61. 61. social network analysis Consider an important project orinitiative 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?
  62. 62. social network analysis Who do you socialize with? (spending time with people afterwork hours, visiting one another at home, going to social events, outfor meals and so on) Over the last6 months, who are the main people with whom you have socialized informally?
  63. 63. other ideas for mixing it up…• social technology• solution & idea contests• open space technology• decision accelerator• random assignment• more social• communities of practice
  64. 64. thank you!
  65. 65. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandtwww.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt 402.740.7081
  66. 66. 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
  67. 67. 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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