let the wild rumpus start (nehhls 2012)

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MT

engineers

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

consider

decision

making… 1 - 10

What

makes it

better?

What looks like

resistance is

often a lack of

clarity. -Switch, Dan and Chip Heath

diversity…

difference

diversity…

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.

difference

relational

diversity…

difference

relational

takes

many forms

diversity…

difference

relational

takes

many forms

disruptive

diversity…

↑diversity =

↑variance in

performance groups with more diversity

perform better or worse than

groups with less diversity

cognitive diversity

The extent to which the group reflects differences in

knowledge, including beliefs, preferences and

perspectives.

-Miller, et al (1998) Strategic Management Journal

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

sharing information

making meaning from

information

quality decision making

creative problem solving

innovation

fully utilizing talent

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

who

how

dysfunction

dysfunctional disagreement

dysfunctional agreement

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

agree lack of

honesty

meeting

after the

meeting

avoid

conflict

dysfunctional disagreement

dysfunctional agreement

dysfunctional agreement

sweet

spot

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

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

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

sweet spot

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

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

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

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

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

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

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

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

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

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

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

how

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

death Difference 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

topic Difference Matrix

Glenda Eoyang HSDI

doing inclusion

work to

have a

beginners

mind

doing inclusion

third chair

doing inclusion

convey & invite

doing inclusion

ask good

open

ended

questions

doing inclusion

express clearly and

completely

doing inclusion

disentangle intentions

and outcomes

who

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?

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?

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?

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?

• social technology

• solution & idea contests

• open space technology

• decision accelerator

• random assignment

• more social

• communities of practice

other ideas for mixing it up…

thank you!

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