diversity+inclusion=innovation (grhra)

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MT

engineers

MT

management

MT

engineers

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?

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 R

ight 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

sharing information

making meaning from

information

quality decision making

creative problem solving

innovation

fully utilizing talent

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

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

recombine

&

synthesize

If everyone is thinking the same

thing, someone isn’t thinking at

all.

-General George S. Patton

and…

team #1

This team greatly

overrates its own

problem solving

capacity.

team #2

This team greatly

underrates its

problem solving

capacity.

Give

yourself a

grade…

1 - 10 What

makes it

better?

What’s in the

(cognitive)

toolbox?

What’s in the

(cognitive)

toolbox? •perspectives

•heuristics

•equifinality

perspectives

Perspectives are ways of

representing situations

and problems, how we

organize knowledge.

-Thomas Kuhn, The Structure of Scientific Revolutions

“…almost always, those

who achieve fundamental

inventions of a new

paradigm have been

either very young or very

new to the field whose

paradigm they change.”

counting

money

spending

money

saving

money

helping

the others

earnings diversity

market

share

human

potential

get lost get funding

get

insurance get lucky

Do you seek out other perspectives?

peers other departments

customers other organizations other professions

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.

…if you do not

know the answer,

choose “C”

please add these numbers…


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

55


1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

55

…but how did you do it?

Draw a 9 dot matrix on a blank

paper …

Draw a 9 dot 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.

Plan a

meeting.

equifinality

The belief that a given

result can be achieved

many different ways.

going from point a to point b

Are there multiple

ways to get there…or

is there one “right”

way?

so…

perspectives are how we see things

(problems and opportunities)

heuristics are how we approach or

solve them

equifinality is how open we are to

considering other perspectives and

heuristics

who

how

dysfunction

dysfunctional disagreement

dysfunctional agreement

also

dysfunction




always

disagree lack of

trust

personal

conflict

us vs.

them




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agree lack of

honesty

meeting

after the

meeting

lacking

skills




sweet

spot

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

being inclusive

work to

have a

beginners

mind

being inclusive

seek out &

protect

novelty

being inclusive

listen

actively

being inclusive

convey & invite

being inclusive

express clearly and

completely

being inclusive

third

chair

being inclusive

disentangle intentions

and outcomes

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

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?


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?


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?


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?

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

• social technology

• solution & idea contests

• open space

• decision accelerator, a.i.

• mix up assignment

• more social

• communities of practice

other ideas for mixing it up…

thank you!

www.joegerstandt.com

[email protected]

www.twitter.com/joegerstandt

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www.facebook.com/joegerstandt

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

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diversity+inclusion=innovation (grhra)

Business

glenda eoyang

social network

strategic

death difference

problem solving

9 dot matrix

dysfunctional

dysfunctional