let the wild rumpus start (great ideas 2012)

#ideas12 LG2

@joegerstandt

Let the Wild Rumpus Start

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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?

We simply decide

without thinking

much about the

decision process. -Jim Nightingale

sharing information

making meaning from

information

quality decision making

creative problem solving

innovation

fully utilizing talent

who

how

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

recombine

&

synthesize

and…

team #1

This team greatly

overrates its own

problem solving

capacity.

team #2

This team greatly

underrates its

problem solving

capacity.

When diverse groups perform

well, they don’t recognize

their improved performance.

When people have visceral

feelings and emotions it’s

really hard to explain them

away as “good” when they are

feeling bad. -Katherine W. Phillips

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

How might

your

organization

involve more

diversity?

How could

you make it

happen? Feedback.

• mix up assignments, rotate

people through teams and

committees

• promote reading, blogs, video

from a wide variety of sources,

make it easy to share

• send to variety of conferences,

subscribe to broad rotation of

magazines

• consider your networks

a

c

t

i

o

n

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?

decision paradoxes…

inclusion vs. efficiency

empowerment vs. control

instinct vs. method

head vs. heart

Hoffberg & Korver (2006)

dysfunction

dysfunctional disagreement

dysfunctional agreement

dysfunction

quick show of hands…




always

disagree lack of

trust

personal

conflict

us vs.

them

quick show of hands…




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agree lack of

honesty

meeting

after the

meeting

avoid

conflict




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




sweet

spot

share difference & affinity

explicit agreements

inquiry vs. advocacy

empathy

make space for novelty

learn from failure

meta conversations

identify a

need or

opportunity

How would

you make it

happen? feedback

share difference & affinity

explicit agreements

inquiry vs. advocacy

empathy

make space for novelty

learn from failure

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:

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 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

[email protected]

www.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandt

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

let the wild rumpus start (great ideas 2012)

Technology

glenda eoyang

social network

death difference

share difference

problem solving

social psychology

dysfunctional

harvard university