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Fight. More. Better. joe gerstandt SHRM16
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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Similar to Fight. More. Better. joe gerstandt SHRM16
Fight. More. Better. joe gerstandt SHRM16
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- 10. 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
- 11. 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.
- 12. We simply decide withoutthinking much about the decision process. -Jim Nightingale
- 14. Group vs. IndividualDecision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 15. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 16. 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
- 17. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of acceptance x efficiency x
- 18. Group intelligence isnot strongly tied to either the average intelligence of the members or the team’s smartest member. -Thomas Malone, MIT Center for Collective Intelligence
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- 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 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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- 27. team #1 This teamgreatly overrates its own problem solving capacity.
- 28. team #2 This teamgreatly underrates its problem solving capacity.
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- 36. dysfunctional disagreement dysfunctional agreement dysfunctional agreement always disagree lack of trust personal conflict usvs. them always agree lack of honesty meeting after the meeting lacking skills
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- 38. 1.know your ownconflict style 2.clear expectations 3.focus on relationships
- 39. How is thedecision going to be made? How are we going to disagree?
- 40. constructive • focus onissues • 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”
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- 43. agreements… • put phonesaway • 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 highcourage low consideration passive aggressive aggressive high consideration passive assertive
- 45. low courage highcourage low consideration passive aggressive aggressive high consideration passive assertive
- 46. passive: • do notassert 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 todominate 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 tothemselves 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 clearingthe 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 clearingthe 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 clearingthe 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 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 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 topic.Difference Matrix Glenda Eoyang HSDI
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- 57. 1.know your ownconflict style 2.clear expectations 3.focus on relationships
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