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diversity+inclusion=innovation (TNSHRM)
Diversity and inclusion lead to innovation. When groups have diverse cognitive perspectives, they are able to introduce more innovations. Exposure to minority dissent stimulates divergent thinking and helps groups consider problems from more perspectives to find more correct solutions. While disagreement can lead to dysfunction if not handled properly, when managed constructively through techniques like agreeing to disagree, explicit agreements, empathy, and meta-conversations, it allows groups to achieve high interaction with both high and low differences, leading to learning, growth, self-organization, and innovation.
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diversity+inclusion=innovation (TNSHRM)
- 1. diversity+inclusion=innovation (putting cognitive diversityto 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.
- 7. MT engineers MT management
- 8. MT engineers NASA management MT management
- 9. MT engineers NASA management MT management
- 10.
- 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 Originof 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 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
- 29. What’s in thetoolbox? •perspectives •heuristics •equifinality
- 30. perspectives Perspectives are waysof representing situations and problems, how we organize knowledge.
- 31. what do yousee?
- 32. who counting spending saving helping
- 33. who financial strategic tactical people
- 34. who earnings diversity market share human capital
- 35. who getlost get funding get insurance get lucky
- 37. Do you seekout 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 donot know the answer, choose “C”
- 40. please add thesenumbers…
- 41. please add thesenumbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
- 42. please add thesenumbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
- 43. please add thesenumbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
- 44. Draw a 9dot matrix on a blank paper …
- 46. Draw a 9dot 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 usis as smart as all of us. -Ken Blanchard
- 52. equifinality The belief thata given result can be achieved many different ways.
- 53. going from pointa to point b Are there multiple ways to get there…or is there one “right” way?
- 55. so… perspectives are howwe 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.
- 60. dysfunctional dysfunctional agreement disagreement
- 62. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
- 63. 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
- 64. 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
- 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.
- 71.
- 72. agree & disagree explicitagreements
- 73. agree & disagree explicitagreements inquiry vs. advocacy
- 74. agree & disagree explicitagreements inquiry vs. advocacy solutions vs. problems
- 75. agree & disagree explicitagreements inquiry vs. advocacy solutions vs. problems empathy
- 76. agree & disagree explicitagreements inquiry vs. advocacy solutions vs. problems empathy i & we vs. them and they
- 77. agree & disagree explicitagreements inquiry vs. advocacy solutions vs. problems empathy i & we vs. them and they meta conversations
- 78. agree & disagree explicitagreements 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 Consideran 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 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
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- 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 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