putting diversity of thought to work (2012 ILSHRM)
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This document discusses the benefits of diversity of thought in groups and decision making. It notes that groups with greater differences in knowledge, beliefs, and perspectives introduce more innovations. It also discusses how minority dissent, even if wrong, can stimulate divergent thinking. The document advocates for being inclusive, seeking out novelty, and conveying an invitation for different perspectives to create a learning environment where stress and conflict can lead to growth.
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putting diversity of thought to work (2012 ILSHRM)
- 1. putting diversity of thought to work #ILSHRM 12 @joegerstandt
- 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. The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal cognitive diversity
- 15. 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
- 16. 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)
- 17. 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
- 18. 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
- 19. 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
- 21. sharing information making meaning from information quality decision making creative problem solving innovation fully utilizing talent
- 22. The Social Origin of 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
- 23. MBA Harvard University 100 people
- 24. team #1 MBA Harvard University 100 people
- 25. team #1 MBA Harvard University 100 people team #2
- 26. team #1 friends with cognitive benefits MBA Harvard University 100 people team #2
- 28. 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
- 29. but…
- 30. team #1 This team greatly overrates its own problem solving capacity.
- 31. This team greatly underrates its problem solving capacity. team #2
- 32. who how
- 34. dysfunction
- 35. dysfunctional dysfunctional agreement disagreement
- 37. also dysfunction
- 38. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
- 39. 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
- 40. 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
- 41. always disagree lack of trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
- 42. always always agree lack of disagree lack of honesty trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement lacking us vs. skills meeting them personal after the conflict meeting
- 43. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
- 44. Survey of 1,800 people asked: • Does your boss need to change? • Do your peers need to change? • Do your subordinates need to change? • Do you need to change? 80% agreed that their boss, their peers and their subordinates need to change. 20% believe they need to change. -Sue Annis Hammond, Andrea Mayfield
- 46. being inclusive work to have a beginners mind
- 47. being inclusive seek out & protect novelty
- 48. being inclusive convey & invite
- 49. 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
- 50. 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
- 51. 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
- 52. 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
- 53. 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
- 54. 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
- 55. 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?
- 56. 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?
- 57. 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?
- 58. 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?
- 59. Where do good ideas 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
- 60. 1 6 8 H C (1.01) O 12.01 15.99
- 63. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
- 64. 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
- 65. 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