RESET!

#NOHRC

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What looks like resistance is often a lack

of clarity.Switch, Dan and Chip

Heath

what

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diversity

is…

difference

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difference

takes many forms

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difference is

relational

…it exists between people, not in people

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@joegerstandt

difference is generative

…difference always

changes social groups

(tension)

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difference can be the cause of…

Introducing or increasing difference in a social group can trigger:

we vs. they mentalitystereotypingin-group favoritisminter-group conflictsatisfaction, performance, turnover

get worse

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difference changes social groups…

greater diversity = greater variance in performance

(groups with more diversity always perform better or worse than groups

with less diversity)

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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

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“…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…”

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@joegerstandt

@joegerstandt

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identity

diversity

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timefor

some exercis

e

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cognitive diversity

differences in mental processes of perception,

judgment, categorization, rules of thumb, etc.

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analyticalrationalrealisticfactuallogical

definitive

risk takercreativeflexible

synthesizerconceptual

intuitive

persistentplanner

organizeddisciplined

detailedpractical

passionatecooperativeempatheticexpressive

harmonizingresponsive

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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

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analyticalrationalrealisticfactuallogical

definitive

risk takercreativeflexible

synthesizerconceptual

intuitive

persistentplanner

organizeddisciplined

detailedpractical

passionatecooperativeempatheticexpressive

harmonizingresponsive

@joegerstandt

MBA Harvard University

100 people

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MBA Harvard University

100 people

team #1

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MBA Harvard University

100 people

team #1

team #2

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countingmoney

spendingmoney

savingmoney

helpingthe others

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If everyone is thinking the same thing,

someone isn’t thinking at all.

-General George S. Patton

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why

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1-new competitive advantage

Change is the engine of growth.

Sustainable, profitable change is fueled by

innovation.

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1-new competitive advantage

Change is the engine of growth.

Sustainable, profitable change is fueled by

innovation.The Medici Effect | Frans

Johannson

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1-new competitive advantage

The Medici Effect | Frans JohanssonThe Social Origin of Good Ideas | Ronald

Burt (social capital)Teams with training and experiential

diversity.

None of us is as smart as all of us.

-Ken Blanchard

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2-generational transition

US Population Percent Change by Age: 1990 to 2000

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3-new workforce@joegerstandt

4-new consumers@joegerstandt

5-better problem solving

The Difference | Scott Page

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6-conformity kills@joegerstandt

7-human nature@joegerstandt

what gets in the way

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stereotype

An idea or image; a mental framework that

contains our knowledge, beliefs, expectations and

feelings about a social group. Stereotypes allow

for no individuality.

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stereotype

waitress librarian

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smokebowl

eat hamburgers

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smokebowl

eat hamburgers

knitwear glasses

eat salads

stereotype

• be engaged in honest and ongoing dialogue with that person

• journal or make notes regarding performance (good and bad)

• include observations of others

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confirmation bias

Our tendency to search for or interpret new

information in a way that confirms preconceptions and avoids information

and interpretations which contradict prior beliefs.

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confirmation bias

• be engaged in candid and ongoing dialogue with that person

• consistently journal or collect notes about performance

• always include observations of others

• work to challenge individual and collective assumptions

• focus on outcomes

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fundamental attribution error

Unjustified tendency to assume that a person's actions depend on what

"kind" of person that person is rather than on the

social and environmental forces influencing the

person.

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fundamental attribution error

• always assume positive intent• work to consistently pursue

additional info, and ask good open ended questions

• listen actively• include observations of others• work to challenge individual and

collective assumptions

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@joegerstandt

If you do not intentionally,

deliberately and proactively include,

you will unintentionally

exclude.

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high difference 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

thank you!

@joegerstandt

joe gerstandt

www.joegerstandt.com

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

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

402.740.7081

@joegerstandt

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

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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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