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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/thediversityadvantage-130322163208-phpapp02/85/the-diversity-advantage-23-320.jpg)
Uploaded byJoe Gerstandt
the diversity advantage
The document discusses the impact of diversity and decision-making processes within groups versus individuals, emphasizing the benefits of inclusion and the significance of various types of diversity, including cognitive and identity diversity. It highlights the importance of different perspectives and heuristics in improving creativity and problem-solving, suggesting that a mix of backgrounds can lead to better outcomes. Additionally, it addresses groupthink, the pitfalls of consensus-based decisions, and strategies for fostering an inclusive environment that encourages open dialogue and innovative thinking.
the diversity advantage
- 2. joegerstandt.com linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt twitter.com/joegerstandt 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. So, how doyou do… consider What decision makes it making… 1 - 10 better?
- 14. We simply decide without thinking much about the decision process. -Jim Nightingale
- 15.
- 16. 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.
- 17. Group vs. IndividualDecision Making groups individuals accuracy speed creativity degree of acceptance efficiency
- 18. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of x acceptance efficiency x
- 19. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of x acceptance efficiency x
- 20. What looks like resistanceis often a lack of clarity. -Switch, Dan and Chip Heath
- 21.
- 22. diversity… difference
- 23. 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.
- 24. diversity… difference relational
- 26. diversity… difference relational takes many forms
- 28. diversity… difference relational takes many forms disruptive
- 29. ↑diversity = ↑variancein performance groups with more diversity perform better or worse than groups with less diversity
- 30. difference makes adifference… • “we vs. they” mentality • stereotyping • in-group favoritism • inter-group conflict • satisfaction, performance, turnover all get worse
- 31. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 32. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 33. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 34. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 35. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 36. inclusion: The actions that we take to include additional difference in a process or group. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks • balanced outcomes
- 37.
- 38. inclusion: “…being at home…” “…belonging…” “…able to bring my whole self to work…” “…feeling that my unique contribution was valued…” “…my perspective is always considered…” “…I have a say in what happens…”
- 39. identity diversity: Differences inour social identities. cognitive diversity: Differences in how we think and solve problems.
- 40. d i i d v e e n r t s i i t t y y
- 41. cognitive diversity Theextent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
- 42. 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
- 43. 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)
- 44. 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
- 45. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptual definitive intuitive potential persistent passionate planner cooperative organized empathetic disciplined expressive detailed harmonizing practical responsive
- 46. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptual definitive intuitive tension persistent passionate planner cooperative organized empathetic disciplined expressive detailed harmonizing practical responsive
- 48. share information quality decision making creative problem solving innovation fully utilize talent develop new relationships manage relationships
- 49. 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
- 50. share information quality decision making creative problem solving innovation fully utilize talent develop new relationships manage relationships
- 51. 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
- 52. MBA Harvard University 100 people
- 53. team #1 MBA Harvard University 100 people
- 54. team #1 MBA Harvard University 100 people team #2
- 55. team #1 MBA Harvard University 100 people team #2
- 56. team #1 friends with cognitive benefits MBA Harvard University 100 people team #2
- 58. 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
- 59.
- 60. team #1 This teamgreatly overrates its own problem solving capacity.
- 61. This team greatly underrates its problem solving capacity. team #2
- 62. Taking it back… Whatdoes this mean for your organization What needs Where will ? to happen? you start?
- 63. What’s in thetoolbox? •perspectives •heuristics
- 64. perspectives Perspectives are waysof representing situations and problems, how we organize knowledge.
- 65. what do yousee?
- 67. Do you seekout other perspectives? peers other departments customers other organizations other professions
- 68. 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.
- 69. …if you donot know the answer, choose “C”
- 70. please add thesenumbers…
- 71. please add thesenumbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
- 72. please add thesenumbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
- 73. please add thesenumbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
- 74. Draw a 9dot matrix on a blank paper …
- 76. 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.
- 81. “…given enough eyeballs, allbugs are shallow.” -Eric Raymond (Linus’ Law)
- 82. so… perspectives are howwe see things (problems and opportunities) heuristics are how we approach or solve them
- 84. who how
- 86.
- 87. dysfunctional dysfunctional agreement disagreement
- 89.
- 90. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
- 91. always disagree lack of trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
- 92. 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
- 93. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
- 94. 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
- 95.
- 96. 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
- 97. 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
- 98. 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
- 99. 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
- 100. 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
- 101. 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
- 102. 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
- 103. 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
- 104. 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
- 105. 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
- 107.
- 108. If everyone is thinking the same thing, someone isn’t thinking at all. -George S. Patton
- 109. 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
- 110. • triaging /identifying different kinds of decisions • unanimity, democracy, consensus, boss
- 111. Group vs. IndividualDecision Making groups individuals accuracy x speed x creativity x degree of x acceptance efficiency x
- 114.
- 116. brain basics 1.threat vs.reward 2.efficiency
- 118. brain basics 1.threat vs.reward 2.efficiency 3.pattern recognition
- 123. when the brain locks onto a pattern, it does not seek alternative
- 124. stereotype An idea orimage; a mental framework that contains our knowledge, beliefs, expectations and feelings about a social group. Stereotypes allow for no individuality.
- 125. stereotype waitress librarian
- 126. smoke bowl eat hamburgers
- 127. smoke knit bowl wear glasses eat hamburgers eat salad
- 128. confirmation bias Our tendencyto search for or interpret new information in a way that confirms preconceptions and avoids information and interpretations which contradict prior beliefs.
- 129. fundamental attribution error An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the social environmental forces influencing the person.
- 131. consider this… …along time ago, in a far away galaxy, there was a man named Uri Treisman…
- 132. consider this… 1.Lack ofAdequate Preparation 2.Socio-economic Status 3.Lack of Family Support 4.Lack of Motivation
- 133. consider this… 1.Lack ofAdequate Preparation 2.Socio-economic Status 3.Lack of Family Support 4.Lack of Motivation
- 134. consider this… 1.Lack ofAdequate Preparation 2.Socio-economic Status 3.Lack of Family Support 4.Lack of Motivation
- 135. consider this… 1.Lack ofAdequate Preparation 2.Socio-economic Status 3.Lack of Family Support 4.Lack of Motivation
- 136. consider this… 1.Lack ofAdequate Preparation 2.Socio-economic Status 3.Lack of Family Support 4.Lack of Motivation
- 138. consider this… 1.Power ofAssumptions
- 139. consider this… 1.Power ofAssumptions 2.Intentions vs. Outcomes
- 140. consider this… 1.Power ofAssumptions 2.Intentions vs. Outcomes 3.Power of Stereotypes
- 141. consider this… 1.Power ofAssumptions 2.Intentions vs. Outcomes 3.Power of Stereotypes 4.Problem is “out there”
- 144.
- 145. 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
- 146. 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
- 147. 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
- 148. 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
- 149. 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
- 150. 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
- 159. doing inclusion workto have a beginners mind
- 160. doing inclusion listen actively
- 161. doing inclusion ask good open ended questions
- 162. doing inclusion convey &invite
- 163. doing inclusion express clearlyand completely
- 164.
- 165. doing inclusion disentangle intentions and outcomes
- 166. doing inclusion build yourdiscomfort muscles
- 167. doing inclusion workto have a beginners mind
- 168.
- 169. 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?
- 170. 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?
- 171. 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?
- 172. 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?
- 173. analysis • group • proximity • expertise • hierarchy • gender • age • race • ethnicity
- 174. analysis • group What do you have? • proximity What do you have a • expertise lot of? • hierarchy • gender What do you not • age have? • race What do you need to • ethnicity do differently?
- 175. Who do youdiscuss new ideas with? Who do you turn to for help? Who do you get the most valuable information from? Who do you trust to keep your best interests in mind?
- 180. consider a tenperson team 1 2 3 4 5 6 7 8 9 10
- 181. 1 2 7 3 10 4 8 6 9 5
- 182. 1 2 7 3 10 4 8 6 9 5 …flow of information?
- 183. 1 2 7 3 10 4 8 6 9 5 …influence?
- 184. 1 2 7 3 10 4 8 6 9 5 …inclusion?
- 187. other ideas formixing it up… • social technology • solution & idea contests • open space, appreciative inquiry, etc. • mix up assignment, teams, spaces • more social • communities of practice
- 188. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
- 189. 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
- 190. 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