Let the Wild Rumpus Start (Great Ideas 2012)
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This document discusses diversity and decision making in groups. It provides examples of research showing that diversity can improve group performance by exposing groups to more perspectives and ideas. Minority dissent, even if wrong, can stimulate divergent thinking and help groups find more correct solutions. The document also discusses potential downsides of groups, such as premature consensus that suppresses dissenting opinions. Overall, it argues that including diverse voices and perspectives in decision making can help groups outperform individuals.
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Let the Wild Rumpus Start (Great Ideas 2012)
- 1. #ideas12 LG2 @joegerstandt Let the Wild Rumpus Start
- 2. joegerstandt.com twitter.com/joegerstandt linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
- 5. MT engineers
- 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
- 10. Tuesday morning January 28th 1986
- 11. MT engineers NASA management MT management
- 12. NASA management MT management
- 13. consider What decision makes it making… 1 - 10 better?
- 14. We simply decide without thinking much about the decision process. -Jim Nightingale
- 15. sharing information making meaning from information quality decision making creative problem solving innovation fully utilizing talent
- 16. who how
- 17. who
- 18. MBA Harvard University 100 people
- 19. team #1 MBA Harvard University 100 people
- 20. team #1 MBA Harvard University 100 people team #2
- 21. team #1 friends with cognitive benefits MBA Harvard University 100 people team #2
- 23. 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
- 25. recombine & synthesize
- 27. and…
- 28. team #1 This team greatly overrates its own problem solving capacity.
- 29. This team greatly underrates its problem solving capacity. team #2
- 30. When diverse groups perform well, they don’t recognize their improved performance. When people have visceral feelings and emotions it’s really hard to explain them away as “good” when they are feeling bad. -Katherine W. Phillips
- 31. 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
- 32. How might your organization How could involve more you make it diversity? happen? Feedback.
- 33. • mix up assignments, rotate a people through teams and c committees • promote reading, blogs, video t from a wide variety of sources, make it easy to share i • send to variety of conferences, o subscribe to broad rotation of magazines n • consider your networks
- 34. 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?
- 35. 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?
- 36. 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?
- 37. 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?
- 38. how
- 39. decision paradoxes… inclusion vs. efficiency empowerment vs. control instinct vs. method head vs. heart Hoffberg & Korver (2006)
- 41. dysfunction
- 42. dysfunctional dysfunctional agreement disagreement
- 44. dysfunction
- 45. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
- 46. quick show of hands…
- 47. always disagree lack of trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
- 48. quick show of hands…
- 49. 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
- 50. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
- 51. 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
- 52. 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
- 54. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
- 55. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 56. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 57. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 58. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 59. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 60. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 61. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 62. identify a How would need or you make it opportunity happen? feedback
- 63. share difference & affinity explicit agreements inquiry vs. advocacy empathy make space for novelty learn from failure meta conversations
- 64. 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
- 65. 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
- 66. 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
- 67. 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
- 68. 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
- 69. high low difference difference high move to low difference: move to low 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
- 70. other ideas for mixing it up… • social technology • solution & idea contests • open space technology • decision accelerator • random assignment • more social • communities of practice
- 71. thank you!
- 72. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
- 73. 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
- 74. resources • Achieving Success Through 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