Fight. More. Better. joe gerstandt SHRM16
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This document contains notes from a presentation on group dynamics and decision making. It discusses concepts like groupthink, diversity, conflict styles, and managing differences in groups. Key points include that groups can prematurely reach consensus without considering alternatives, diversity of viewpoints is important for creativity and problem solving, and groups should establish clear expectations and focus on relationships to have constructive discussions and make high quality decisions.
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Fight. More. Better. joe gerstandt SHRM16
- 10. Minority dissent, even dissent 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
- 11. groupthink: mode of thinking that 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.
- 12. We simply decide without thinking much about the decision process. -Jim Nightingale
- 14. Group vs. Individual Decision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 15. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 16. Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed. -Hackman, Morris (1975) Advances in Experimental Social Psychology
- 17. Group vs. Individual Decision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 18. Group intelligence is not strongly tied to either the average intelligence of the members or the team’s smartest member. -Thomas Malone, MIT Center for Collective Intelligence
- 21. MBA Harvard University 100 people team #1 team #2
- 22. MBA Harvard University 100 people team #1 team #2
- 23. MBA Harvard University 100 people team #1 team #2 friends with diversity benefits
- 25. These theorems that when 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
- 26. but…
- 27. team #1 This team greatly overrates its own problem solving capacity.
- 28. team #2 This team greatly underrates its problem solving capacity.
- 30. dysfunction
- 33. also dysfunction
- 36. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict us vs. them always agree lack of honesty meeting after the meeting lacking skills
- 38. 1.know your own conflict style 2.clear expectations 3.focus on relationships
- 39. How is the decision going to be made? How are we going to disagree?
- 40. constructive • focus on issues • focus on future • focus on solutions • inquiry • lots of “I” and “we” destructive • focus on people • focus on past • focus on problems • advocacy • lots of “you” and “they”
- 41. agreements…
- 42. agreements… Put the phones away.
- 43. agreements… • put phones away • start on time • check-in • serial sharing • third chair • boss speaks last •devils advocate •reward & coach •clear divisions •protect diversity •end with clarity •communication
- 44. low courage high courage low consideration passive aggressive aggressive high consideration passive assertive
- 45. low courage high courage low consideration passive aggressive aggressive high consideration passive assertive
- 46. passive: • do not assert themselves • allow others to deliberately or inadvertently infringe on their rights • fail to express their feelings, needs, or opinions • tend to speak softly or apologetically • exhibit poor eye contact and slumped body posture
- 47. aggressive: • try to dominate others • use humiliation to control others • criticize, blame, or attack others • speak in a loud, overbearing voice • not listen well • interrupt frequently • use “you” statements
- 48. passive-aggressive: • mutter to themselves rather than confront the person or issue • have difficulty acknowledging their anger • use facial expressions that don't match how they feel - i.e., smiling when angry • use sarcasm • appear cooperative while purposely doing things to annoy and disrupt • use subtle sabotage to get even
- 49. assertive: • state needs, feelings and wants clearly and respectfully • use “I” statements • listen well without interrupting • have good eye contact • speak in a calm, clear tone of voice • have a relaxed body posture • not allow others to abuse them
- 50. 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 clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 51. 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 clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 52. 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 clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 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 clearing the 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 clearing the decks isolation misunderstanding frustration comfort belonging rest and recovery boredom stagnation death Difference Matrix Glenda Eoyang HSDI
- 55. high difference low difference high interaction move to low difference: 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 topic.Difference Matrix Glenda Eoyang HSDI
- 57. 1.know your own conflict style 2.clear expectations 3.focus on relationships