diversity+inclusion=innovation (tnshrm)

#TNSHRM

diversity+inclusion=innovation (putting cognitive diversity to work)

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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

Can we have

a minute?

MT

management

NASA

management

consider

decision

making in

your org… 1 - 10

What

makes it

better?

c

o

g

n

i

t

i

v

e

The extent to which

the group reflects

differences in

knowledge, including

beliefs, preferences

and perspectives.

-Miller, et al (1998) Strategic Management Journal

d

i

v

e

r

s

i

t

y

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

bringing information in

sharing information

making meaning from

information

quality decision making

creative problem solving

innovation

fully utilizing talent

The Social Origin of Good Idea -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

who

how

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

What’s in the toolbox?

•perspectives

•heuristics

•equifinality

perspectives

Perspectives are ways of

representing situations

and problems, how we

organize knowledge.

what do you see?

who

counting spending

saving helping

who

financial strategic

tactical people

who

earnings diversity

market share human capital

who

get lost get funding

get insurance get lucky

Do you seek out other perspectives?

peers other departments

customers other organizations

other professions & industries

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.

None of us is as

smart as all of us. -Ken Blanchard

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

If everyone is

thinking the same

thing, someone

isn’t thinking at all.

-General George S. Patton

who

how

dysfunction

dysfunctional disagreement

dysfunctional agreement

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

Dissent is closely

associated with

higher quality in

strategic decision

making.

-Dooley, Fryxell (1999) Academy of Management Journal

Exposure to minority

dissent increases

individual courage to

resist group pressures

to conformity.

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




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

us vs.

them




sweet

spot

sweet spot

agree & disagree

agree & disagree

explicit agreements

agree & disagree

explicit agreements

inquiry vs. advocacy

agree & disagree

explicit agreements


solutions vs. problems

agree & disagree

explicit agreements



empathy

agree & disagree

explicit agreements



empathy

i & we vs. them and they

agree & disagree

explicit agreements



empathy

i & we vs. them and they

meta conversations

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

who

how

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

thank you!

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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

diversity+inclusion=innovation (tnshrm)

Education

glenda eoyang

social network

experimental

strategic

high difference

low difference

high interaction

low interaction