This document discusses diversity and inclusion. It defines diversity as difference that takes many forms, including identity diversity and cognitive diversity. Cognitive diversity refers to differences in how people think and solve problems. The document emphasizes that diversity can lead to both better and worse group performance depending on how it is managed. It provides tips for doing inclusion, such as listening actively and conveying an invitation to participate.

1. diversity & inclusion

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5. MT
engineers

6. MT
engineers
MT
management

7. MT
engineers
NASA
management
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. NASA
management
MT
management

13. consider What
decision makes it
making… 1 - 10 better?

14. We simply decide
without thinking
much about the
decision process.
-Jim Nightingale

17. consider
interaction assumptions What
with ? makes it
customer better?

18. What looks like
resistance is
often a lack of
clarity.
-Switch, Dan and Chip Heath

19. diversity…

20. diversity…
difference

21. di·ver·si·ty
[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being
diverse; difference; unlikeness.
2.variety; multiformity.
3.a point of difference.

22. diversity…
difference
relational

24. diversity…
difference
relational
takes
many forms

26. diversity…
difference
relational
takes
many forms
disruptive

27. ↑diversity =
↑variance in
performance
groups with more diversity
perform better or worse than
groups with less diversity

28. identity diversity:
Differences in our social
identities.
cognitive diversity:
Differences in how we think and
solve problems.

29. d
i i
d v
e e
n r
t s
i i
t t
y y

30. cognitive diversity
The extent to which the group
reflects differences in
knowledge, including beliefs,
preferences and perspectives.
-Miller, et al (1998) Strategic Management Journal

31. 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

32. 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)

33. 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

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

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

36. share information
quality decision making
creative problem solving
innovation
fully utilize talent
develop new relationships
manage relationships

37. MBA
Harvard University
100 people

38. team #1
MBA
Harvard University
100 people

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

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

42. who
how

44. dysfunction

45. dysfunctional dysfunctional
agreement disagreement

47. also
dysfunction

48. dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement

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

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

51. dysfunctional dysfunctional
dysfunctionalsweet
agreement disagreement
agreement
spot

52. doing inclusive
seek out &
protect
novelty

53. doing inclusion
work to
have a
beginners
mind

54. doing inclusion
listen
actively

55. doing inclusion
convey & invite

56. doing inclusion
third
chair

57. doing inclusion
express clearly and
completely

58. doing inclusion
disentangle intentions
and outcomes

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

60. 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

61. 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