No. Great minds do NOT think alike. (2011 SHRM Leadership)
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#shrmlead
Great minds do NOT think alike.
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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 at
your chapter 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
takes
many forms
diversity…
difference
takes
many forms
relational
diversity…
difference
takes
many forms
relational
disruptive
diversity…
↑diversity =
↑variance in
performance groups with more diversity
perform better or worse than
groups with less diversity
identity diversity: Differences in our social identities.
cognitive diversity: Differences in how we think and solve problems.
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
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
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
opportunity
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
drama
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
so…
perspectives are how we
see things (problems and
opportunities)
heuristics are how we
approach or solve them
what do you see?
-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.”
so…
perspectives are how we
see things (problems and
opportunities)
heuristics are how we
approach or solve them
…if you do not
know the answer,
choose “C”
please add these numbers…
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
please add these numbers…
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.
so…
perspectives = SUCCESS
heuristics = success
If everyone is thinking the same
thing, someone isn’t thinking at
all.
-General George S. Patton
who
how
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
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
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
• murder boarding
• random assignment
• more social
• communities of practice
other ideas for mixing it up…
- Hunter S. Thompson
Walk tall, kick ass, love
music, and never
forget you come from a
long line of truth
seekers, lovers, and
warriors.
thank you!
www.joegerstandt.com
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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