This document discusses diversity and decision making in groups. It provides examples of research showing that diversity can improve group performance by exposing groups to more perspectives and ideas. Minority dissent, even if wrong, can stimulate divergent thinking and help groups find more correct solutions. The document also discusses potential downsides of groups, such as premature consensus that suppresses dissenting opinions. Overall, it argues that including diverse voices and perspectives in decision making can help groups outperform individuals.
20. team #1
MBA
Harvard University
100 people
team #2
21. team #1
friends
with
cognitive
benefits MBA
Harvard University
100 people
team #2
22.
23. 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
30. 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
31. 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
32. How might
your
organization How could
involve more you make it
diversity? happen? Feedback.
33. • mix up assignments, rotate
a people through teams and
c committees
• promote reading, blogs, video
t from a wide variety of sources,
make it easy to share
i • send to variety of conferences,
o subscribe to broad rotation of
magazines
n • consider your networks
34. 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?
35. 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?
36. 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?
37. 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?
49. 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
51. 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
52. 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
55. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
56. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
57. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
58. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
59. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
60. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
61. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
62. identify a How would
need or you make it
opportunity happen? feedback
63. share difference & affinity
explicit agreements
inquiry vs. advocacy
empathy
make space for novelty
learn from failure
meta conversations
64. 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
65. 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
66. 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
67. 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
68. 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
69. high low
difference difference
high move to low difference: move to low
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
70. other ideas for mixing it up…
• social technology
• solution & idea contests
• open space technology
• decision accelerator
• random assignment
• more social
• communities of practice
73. 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
74. 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