diversity+inclusion=innovation (tscpa)

diversity & inclusion

NASAManager

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MTEngineer

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MTManager

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NASAManager

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MTEngineer

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What looks like resistance is often a lack

of clarity.Switch, Dan and Chip

Heath

diversity is…

diversity is…

• difference

diversity is…

• difference• takes many forms

diversity is…

• difference• takes many forms

• relational

diversity is…

• difference• takes many forms

• relational• a catalyst

difference changes social groups:

greater diversity=

greater variance in performance

difference can be the cause of…

Introducing or increasing difference in a social group can trigger:

• we vs. they mentality• stereotyping• in-group favoritism• inter-group conflict• satisfaction, performance, turnover get

worse

inclusion is…

Our ability to include difference and utilize the resources that

we have access to.

• fairness of employment practices

• openness to difference• inclusion in decision making• integration of networks

“…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…”

1.identity diversity: differences in our social identities.

2.cognitive diversity: differences in how we think and solve problems.

identity

diversity

socitimefor

some exercis

e

cognitive diversity

The extent to which the group reflects differences in

knowledge, including beliefs, preferences and

perspectives.

-Miller, et al (1998) Strategic Management Journal

analyticalrationalrealisticfactuallogical

definitive

risk takercreativeflexible

synthesizerconceptual

intuitive

persistentplanner

organizeddisciplined

detailedpractical

passionatecooperativeempatheticexpressive

harmonizingresponsive

Solving technical problemsAnalyzing complex issues

Logical approach

Interpersonal aspects of situationsIce breakers

Socializing in meetings

ConceptualizingInnovating

Seeing the big picture

Routine MeetingsDetails

Structure

Expressing ideasUnderstanding group dynamics

Team building

Logic ahead of feelingsNo interaction with people

Implementing ideasDeveloping plans

Follow-up and completion

“Blue Sky” thinkingNot following the rules

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Joys

Frustrations

Cerebral Mode (abstract & intellectual thought)

Limbic Mode (concrete and emotional processing)

Left

Mod

eR

ight Mode

ANALYZE

ORGANIZE

STRATEGIZE

PERSONALIZE

analyticalrationalrealisticfactuallogical

definitive

risk takercreativeflexible

synthesizerconceptual

intuitive

persistentplanner

organizeddisciplined

detailedpractical

passionatecooperativeempatheticexpressive

harmonizingresponsive

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

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

Groups often fail to outperform individuals

because they prematurely move to consensus, with

dissenting opinions being suppressed or dismissed.

-Hackman & Morris, Advances in Experimental Social Psychology

Exposure to minority dissent increases

individual courage to resist group pressures to

conformity.

-Nemeth, Chiles (1988) European Journal of Social Psychology

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

The debating of dissenting issues consequent to

different approaches and perceptions associated with cognitive diversity has been found to stimulate divergent

thinking, which is closely linked to creative output.

-Nemeth, Nemeth-Brown (2003) Group Creativity, Oxford University Press

If everyone is thinking the same thing,

someone isn’t thinking at all.

-General George S. Patton

always disagre

e

lack of trust

us vs. them

personal

conflict

always disagre

e

lack of trust

us vs. them

personal

conflict

always agree lack of

honesty

us vs. them

meeting after the

meeting

sweet

spot

sweet

spot

agree&

disagree

agree&

disagree

inquiry vs.

advocacy

agree&

disagree

inquiry vs.

advocacysolution

s vs.problem

s

agree&

disagree

inquiry vs.

advocacysolution

s vs.problem

sempathy

agree&

disagree

inquiry vs.

advocacysolution

s vs.problem

sempathy

I & we

always disagre

e

lack of trust

us vs. them

personal

conflict

always agree lack of

honesty

us vs. them

meeting after the

meeting

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

• conformity & social pressure• labels & stereotypes• power & politics• skills for dialogue and disagreement

• awareness• ground rules & expectations

stereotype

A schema; a cognitive framework that contains our knowledge, beliefs,

expectations and feelings about a social group.

Stereotypes allow for no individuality.

stereotype

waitress librarian

smokebowl

eat hamburgers

smokebowl

eat hamburgers

knitwear glasses

eat salads

in summary…

Diversity means difference.

• Difference shows up in many different forms.

• Difference is present in every relationship / interaction we have.

in summary…

Difference is valuable.

• A catalyst, it increases the potential in a social group.

in summary…

Inclusion is our ability to include

difference.• Informs our ability to

utilize resources available.

If we are not intentional,

deliberate, and proactive about

including difference, we will

unintentionally exclude.

We are called to be

architects of the future, not

its victims.-Buckminster Fuller

highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion

celebrationreinforcement

energy

low productivitywasted energy

factions

low interactio

n

reflectionsafety

clearing the decks

isolationmisunderstanding

frustration

comfortbelonging

rest and recovery

boredomstagnation

deathDifference MatrixGlenda Eoyang HSDI

highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion

celebrationreinforcement

energy

low productivitywasted energy

factions

low interactio

n

reflectionsafety

clearing the decks

isolationmisunderstanding

frustration

comfortbelonging

rest and recovery

boredomstagnation

deathDifference MatrixGlenda Eoyang HSDI

highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion

celebrationreinforcement

energy

low productivitywasted energy

factions

low interactio

n

reflectionsafety

clearing the decks

isolationmisunderstanding

frustration

comfortbelonging

rest and recovery

boredomstagnation

deathDifference MatrixGlenda Eoyang HSDI

highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion

celebrationreinforcement

energy

low productivitywasted energy

factions

low interactio

n

reflectionsafety

clearing the decks

isolationmisunderstanding

frustration

comfortbelonging

rest and recovery

boredomstagnation

deathDifference MatrixGlenda Eoyang HSDI

highdifference

lowdifference

high interactio

n

learninggrowth

self-organization

stressconflict

exhaustion

celebrationreinforcement

energy

low productivitywasted energy

factions

low interactio

n

reflectionsafety

clearing the decks

isolationmisunderstanding

frustration

comfortbelonging

rest and recovery

boredomstagnation

deathDifference MatrixGlenda Eoyang HSDI

high difference

lowdifference

high interactio

n

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 interactio

n

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 advocatePick a high

difference topicDifference MatrixGlenda Eoyang HSDI

high difference

lowdifference

high interactio

n

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 interactio

n

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 advocatePick a high

difference topicDifference MatrixGlenda Eoyang HSDI

high difference

lowdifference

high interactio

n

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 interactio

n

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 advocatePick a high

difference topicDifference MatrixGlenda Eoyang HSDI

high difference

lowdifference

high interactio

n

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 interactio

n

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 advocatePick a high

difference topicDifference MatrixGlenda Eoyang HSDI

high difference

lowdifference

high interactio

n

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 interactio

n

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 advocatePick a high

difference topicDifference MatrixGlenda Eoyang HSDI

thank you!

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

joe gerstandt

www.joegerstandt.com

joe.gerstandt@gmail.comwww.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt

402.740.7081