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MT
engineers
MT
engineers




      MT
  management
MT
             engineers



  NASA
management
                   MT
               management
MT
             engineers



  NASA
management
                   MT
               management
MT
             engineers



  NASA
management
                   MT
               management
Tuesday
morning
January
  28th
  1986
MT
             engineers



  NASA
management
                   MT
               management
NASA
management
                 MT
             management
consider               What
decision            makes it
making…    1 - 10    better?
What looks like
resistance is
often a lack of
clarity.
       -Switch, Dan and Chip Heath
diversity…
diversity…
      difference
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.
diversity…
      difference
      takes
       many forms
diversity…
      difference
      takes
       many forms
      relational
diversity…
      difference
      takes
       many forms
      relational
      disruptive
↑diversity =
   ↑variance in
   performance
 groups with more diversity
perform better or worse than
 groups with less diversity
inclusion:
 Our ability to include difference and to
utilize the resources that we have access
                     to.
•   fairness of employment practices
•   openness to difference
•   inclusion in decision making
•   integration of networks
inclusion:
          “…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…”
identity diversity:
Differences in our social
identities.

cognitive diversity:
Differences in how we think and
solve problems.
d
i   i
d   v
e   e
n   r
t   s
i   i
t   t
y   y
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     risk taker
 rational       creative
 realistic       flexible
  factual     synthesizer
  logical     conceptual
definitive      intuitive

persistent     passionate
  planner     cooperative
organized      empathetic
disciplined    expressive
 detailed     harmonizing
 practical     responsive
Cerebral Mode (abstract & intellectual thought)
                       ANALYZE                          STRATEGIZE

             Joys                                Joys
                Solving technical problems               Conceptualizing
                 Analyzing complex issues                  Innovating
                      Logical approach                Seeing the big picture
              Frustrations                      Frustrations
            Interpersonal aspects of situations         Routine Meetings
                        Ice breakers                         Details




                                                                                Right Mode
                  Socializing in meetings                   Structure
Left Mode




              Joys                              Joys
                   Implementing ideas                  Expressing ideas
                     Developing plans           Understanding group dynamics
                Follow-up and completion                 Team building
            Frustrations                        Frustrations
                   “Blue Sky” thinking              Logic ahead of feelings
                  Not following the rules          No interaction with people


                       ORGANIZE                          PERSONALIZE
             Limbic Mode (concrete and emotional processing)
analytical     risk taker
 rational       creative
 realistic       flexible
  factual     synthesizer
  logical     conceptual
definitive      intuitive

persistent     passionate
  planner     cooperative
organized      empathetic
disciplined    expressive
 detailed     harmonizing
 practical     responsive
MBA
Harvard University
   100 people
team #1



      MBA
Harvard University
   100 people
team #1



                MBA
          Harvard University
             100 people



team #2
team #1
 friends
   with
cognitive
benefits          MBA
            Harvard University
               100 people



team #2
who




      how
dysfunction
dysfunctional   dysfunctional
 agreement      disagreement
also
dysfunction
dysfunctional
dysfunctional     dysfunctional
 agreement
     agreement    disagreement
always
                   disagree lack of
                             trust




  dysfunctional
dysfunctional     dysfunctional
 agreement
     agreement    disagreement


                  us vs.
                  them     personal
                           conflict
always
                            always
     agree
               lack of     disagree lack of
              honesty                trust




  dysfunctional
dysfunctional             dysfunctional
 agreement
     agreement            disagreement

    avoid
                          us vs.
   conflict   meeting     them     personal
              after the            conflict
              meeting
dysfunctional dysfunctional
dysfunctionalsweet
     agreement disagreement
 agreement
            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
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.
stereotype
waitress       librarian
smoke
      bowl
eat hamburgers
smoke           knit
      bowl       wear glasses
eat hamburgers    eat salad
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.
fundamental attribution error

 An unjustified tendency to
   assume that a person’s
actions depend on what kind
  of person that person is
  rather than on the social
    environmental forces
   influencing the person.
how
high                  low
                      difference           difference

   high                   learning           celebration
                           growth          reinforcement
interaction          self-organization         energy

                          stress          low productivity
                          conflict         wasted energy
                        exhaustion            factions

    low                   reflection           comfort
                            safety            belonging
interaction          clearing the decks   rest and recovery

                         isolation            boredom
                     misunderstanding        stagnation
Difference Matrix
Glenda Eoyang HSDI      frustration            death
high                        low
                           difference                 difference

   high              move to low difference:           move to low
                              Tell a joke.             interaction:
interaction            State a shared value or      Stop communicating.
                                belief.               Leave the area.
                     Share personal experience.       Explain yourself.
                     Pick a low difference topic.        Pick a low
                                                    communication topic.

    low                    move to high                move to high
                           interaction:                 difference:
interaction                Ask a question.               Amplify little
                        Use another medium.              differences
                            Listen more.            Play devils advocate
                     Pick a high communication      Pick a high difference
Difference Matrix               topic.                       topic
Glenda Eoyang HSDI
who
personal 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?
personal 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?
personal 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?
personal 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?
thank you!
www.joegerstandt.com
  joe.gerstandt@gmail.com
 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

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differences (American Farm Bureau Federation Annual Meeting January 2012))

  • 2. joegerstandt.com twitter.com/joegerstandt linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
  • 3.
  • 4.
  • 6. MT engineers MT management
  • 7. MT engineers NASA management MT management
  • 8. MT engineers NASA management MT management
  • 9. MT engineers NASA management MT management
  • 11. MT engineers NASA management MT management
  • 12. NASA management MT management
  • 13. consider What decision makes it making… 1 - 10 better?
  • 14. What looks like resistance is often a lack of clarity. -Switch, Dan and Chip Heath
  • 16. diversity… difference
  • 17. 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.
  • 18. diversity… difference takes many forms
  • 19.
  • 20. diversity… difference takes many forms relational
  • 21.
  • 22. diversity… difference takes many forms relational disruptive
  • 23. ↑diversity = ↑variance in performance groups with more diversity perform better or worse than groups with less diversity
  • 24. inclusion: Our ability to include difference and to utilize the resources that we have access to. • fairness of employment practices • openness to difference • inclusion in decision making • integration of networks
  • 25. inclusion: “…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…”
  • 26. identity diversity: Differences in our social identities. cognitive diversity: Differences in how we think and solve problems.
  • 27. d i i d v e e n r t s i i t t y y
  • 28. cognitive diversity The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal
  • 29. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptual definitive intuitive persistent passionate planner cooperative organized empathetic disciplined expressive detailed harmonizing practical responsive
  • 30. Cerebral Mode (abstract & intellectual thought) ANALYZE STRATEGIZE Joys Joys Solving technical problems Conceptualizing Analyzing complex issues Innovating Logical approach Seeing the big picture Frustrations Frustrations Interpersonal aspects of situations Routine Meetings Ice breakers Details Right Mode Socializing in meetings Structure Left Mode Joys Joys Implementing ideas Expressing ideas Developing plans Understanding group dynamics Follow-up and completion Team building Frustrations Frustrations “Blue Sky” thinking Logic ahead of feelings Not following the rules No interaction with people ORGANIZE PERSONALIZE Limbic Mode (concrete and emotional processing)
  • 31. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptual definitive intuitive persistent passionate planner cooperative organized empathetic disciplined expressive detailed harmonizing practical responsive
  • 33. team #1 MBA Harvard University 100 people
  • 34. team #1 MBA Harvard University 100 people team #2
  • 35. team #1 friends with cognitive benefits MBA Harvard University 100 people team #2
  • 36.
  • 37. who how
  • 38.
  • 40. dysfunctional dysfunctional agreement disagreement
  • 41.
  • 43. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
  • 44. always disagree lack of trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
  • 45. always always agree lack of disagree lack of honesty trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement avoid us vs. conflict meeting them personal after the conflict meeting
  • 46. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
  • 47.
  • 48. 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
  • 49. 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
  • 50. 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
  • 51.
  • 52. 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.
  • 53. stereotype waitress librarian
  • 54. smoke bowl eat hamburgers
  • 55. smoke knit bowl wear glasses eat hamburgers eat salad
  • 56. 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.
  • 57. fundamental attribution error An unjustified tendency to assume that a person’s actions depend on what kind of person that person is rather than on the social environmental forces influencing the person.
  • 58.
  • 59. how
  • 60. high low difference difference high learning celebration growth reinforcement interaction self-organization energy stress low productivity conflict wasted energy exhaustion factions low reflection comfort safety belonging interaction clearing the decks rest and recovery isolation boredom misunderstanding stagnation Difference Matrix Glenda Eoyang HSDI frustration death
  • 61. high low difference difference high move to low difference: move to low Tell a joke. interaction: interaction State a shared value or Stop communicating. belief. Leave the area. Share personal experience. Explain yourself. Pick a low difference topic. Pick a low communication topic. low move to high move to high interaction: difference: interaction Ask a question. Amplify little Use another medium. differences Listen more. Play devils advocate Pick a high communication Pick a high difference Difference Matrix topic. topic Glenda Eoyang HSDI
  • 62. who
  • 63. personal 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?
  • 64. personal 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?
  • 65. personal 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?
  • 66. personal 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?
  • 68. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
  • 69. 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
  • 70. 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