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diversity+inclusion=innovation 2014 INSHRM
The document discusses the concept of groupthink, emphasizing how the desire for consensus can hinder effective decision-making and creativity within groups. It highlights the importance of cognitive diversity, dissent, and the various dynamics that affect group interactions and decision outcomes. Additionally, it explores strategies for enhancing group effectiveness and managing conflicts, presenting various ideas and resources related to diverse thinking and collaboration.
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diversity+inclusion=innovation 2014 INSHRM
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- 2. “We need inevery community a group of angelic troublemakers.” Bayard Rustin
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- 15. groupthink: mode of thinkingthat 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.
- 16. Minority dissent, even dissentthat 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
- 17. consider decision making… 1 -10 What makes it better?
- 19. We simply decide withoutthinking much about the decision process. -Jim Nightingale
- 20. Group vs. IndividualDecision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 21. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 22. Groups often failto outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman, Morris (1975) Advances in Experimental Social Psychology
- 23. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 24. Group intelligence is notstrongly tied to either the average intelligence of the members or the team’s smartest member. -Thomas Malone, MIT Center for Collective Intelligence
- 25. cognitive diversity The extentto which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
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- 27. Solving technical problems Analyzingcomplex 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
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- 34. MBA Harvard University 100 people team#1 team #2
- 35. MBA Harvard University 100 people team#1 team #2
- 36. MBA Harvard University 100 people team#1 team #2 friends with cognitive benefits
- 38. These theorems thatwhen 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
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- 40. team #1 This teamgreatly overrates its own problem solving capacity.
- 41. team #2 This teamgreatly underrates its problem solving capacity.
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- 48. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict usvs. them always agree lack of honesty meeting after the meeting avoid conflict
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- 53. 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 clearingthe decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 54. 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 clearingthe decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 55. 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 clearingthe decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 56. 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 clearingthe decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 57. 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 clearingthe decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 58. high difference low difference high interaction move to lowdifference: 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
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- 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 SuccessThrough 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