diversity+inclusion=innovation (orgpro2012)

diversity + inclusion = innovation

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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… 1 - 10

What

makes it

better?

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

-Ned Herrmann

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

-Ned Herrmann

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

potential

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

tension

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

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

but…

team #1

This team greatly

overrates its own

problem solving

capacity.

team #2

This team greatly

underrates its

problem solving

capacity.

who

how

dysfunction

dysfunctional disagreement

dysfunctional agreement

also

dysfunction

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







always

disagree lack of

trust

personal

conflict

us vs.

them




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agree lack of

honesty

meeting

after the

meeting

lacking

skills




sweet

spot

Survey of 1,800 people asked:

• Does your boss need to change?

• Do your peers need to change?

• Do your subordinates need to change?

• Do you need to change?

80% agreed that their boss, their peers and

their subordinates need to change.

20% believe they need to change. -Sue Annis Hammond, Andrea Mayfield

being inclusive

have

rules

being inclusive

work to

have a

beginners

mind

being inclusive

seek out &

protect

novelty

being inclusive

convey & invite

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

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


Glenda Eoyang HSDI

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


Glenda Eoyang HSDI

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


Glenda Eoyang HSDI

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


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

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?

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

8

O

15.99

6

C

12.01

1

H

(1.01)

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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