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![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.](https://image.slidesharecdn.com/diversityinclusioninnovationstrykermedical-111216140731-phpapp01/75/diversity-inclusion-innovation-stryker-medical-17-2048.jpg)
Uploaded byJoe Gerstandt
diversity+inclusion=innovation (stryker medical)
The document emphasizes the importance of diversity—both identity and cognitive—in enhancing team performance and innovation. It highlights how diverse groups tend to generate a wider range of ideas and solutions, leading to better decision-making and creativity. Additionally, it suggests various methods to encourage productive interactions and harness differences for improved organizational outcomes.
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diversity+inclusion=innovation (stryker medical)
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- 2. joegerstandt.com twitter.com/joegerstandt linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
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- 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
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- 11. MT engineers NASA management MT management
- 12. NASA management MT management
- 13. consider What decision makes it making… 1 - 10 better?
- 14. What looks like resistanceis often a lack of clarity. -Switch, Dan and Chip Heath
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- 16. diversity… difference
- 17. di·ver·si·ty [dih-vur-si-tee] noun, plural –ties 1.thestate or fact of being diverse; difference; unlikeness. 2.variety; multiformity. 3.a point of difference.
- 18. diversity… difference takes many forms
- 20. diversity… difference takes many forms disruptive
- 21. ↑diversity = ↑variance in performance groups with more diversity perform better or worse than groups with less diversity
- 24. identity diversity: Differences inour social identities. cognitive diversity: Differences in how we think and solve problems.
- 25. The Social Originof Good Ideas -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
- 26. sharing information making meaning from information quality decision making creative problem solving innovation fully utilizing talent
- 27. MBA Harvard University 100 people
- 28. team #1 MBA Harvard University 100 people
- 29. team #1 MBA Harvard University 100 people team #2
- 30. team #1 friends with cognitive benefits MBA Harvard University 100 people team #2
- 32. who how
- 34.
- 35. dysfunctional dysfunctional agreement disagreement
- 37.
- 38. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
- 39. always disagree lack of trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
- 40. 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
- 41. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
- 42. 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
- 43. Minority dissent, evendissent 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
- 44. Where do goodideas 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
- 46.
- 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. 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
- 49. 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
- 50. 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
- 51. 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
- 52. 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
- 53. 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
- 54. 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
- 55. 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
- 56.
- 57. 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
- 58. 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 difference Difference Matrix topic. topic Glenda Eoyang HSDI
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- 60. social network analysis Fromtime 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?
- 61. 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?
- 62. 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?
- 63. 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?
- 64. other ideas formixing it up… • social technology • solution & idea contests • open space technology • decision accelerator • random assignment • more social • communities of practice
- 65.
- 66. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
- 67. 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
- 68. 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