diversity+inclusion=innovation 2014 inshrm

#INSHRM @joegerstandt

“We need in every community a

group of angelic troublemakers.”

Bayard Rustin

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MT

engineers

@joegerstandt

MT

management

MT

engineers

MT

management

MT

engineers

NASA

management

MT

management

MT

engineers

NASA

management

MT

management

MT

engineers

NASA

management

Tuesday

morning

January

28th

1986

MT

management

MT

engineers

NASA

management

MT

management

NASA

management

g

r

o

u

p

t

h

i

n

k

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.

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

consider

decision

making… 1 - 10

What

makes it

better?

We simply decide

without thinking

much about the

decision process.-Jim Nightingale

Group vs. Individual Decision Making

groups individuals

accuracy

speed

creativity

degree of

acceptance

efficiency

Group vs. Individual Decision Making

groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

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

Group vs. Individual Decision Making

groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

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

cognitive diversity

The extent to which the

group reflects differences

in knowledge, including

beliefs, preferences and

perspectives.

-Miller, et al (1998) Strategic Management Journal

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

Solving technical problems

Analyzing complex issues

Logical approach

Interpersonal aspects of situations

Ice breakers

Socializing in meetings

Conceptualizing

Innovating

Seeing the big picture

Routine Meetings

Details

Structure

Expressing ideas

Understanding group dynamics

Team building

Logic ahead of feelings

No interaction with people

Implementing ideas

Developing plans

Follow-up and completion

“Blue Sky” thinking

Not following the rules

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Cerebral Mode (abstract & intellectual thought)

Limbic Mode (concrete and emotional processing)

Left

Mode

Rig

ht M

ode

ANALYZE

ORGANIZE

STRATEGIZE

PERSONALIZE

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

potential

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

tension

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

MBA

Harvard University

100 people

MBA

Harvard University

100 people

team #1

MBA

Harvard University

100 people

team #1

team #2

MBA

Harvard University

100 people

team #1

team #2

MBA

Harvard University

100 people

team #1

team #2

friends

with

cognitive

benefits

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

but…

team #1

This team greatly

overrates its own

problem solving

capacity.

team #2

This team greatly

underrates its

problem solving

capacity.

dysfunction

also

dysfunction

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

always

disagree lack of

trust

personal

conflict

us vs.

them

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

always

disagree lack of

trust

personal

conflict

us vs.

them

always

agreelack of

honesty

meeting

after the

meeting

avoid

conflict

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

sweet

spot

have rules

work to

have a

beginners

mind

third

chair

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

deathDifference Matrix

Glenda Eoyang HSDI

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

deathDifference Matrix

Glenda Eoyang HSDI

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

deathDifference Matrix

Glenda Eoyang HSDI

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

deathDifference Matrix

Glenda Eoyang HSDI

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

deathDifference Matrix

Glenda Eoyang HSDI

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

topicDifference Matrix

Glenda Eoyang HSDI

www.joegerstandt.com

joe.gerstandt@gmail.com

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402.740.7081

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

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