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No. Great Minds Do Not Think Alike.
#SHRMATL @joegerstandt
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MT
engineers
@joegerstandt
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
Rig
ht 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
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
@joegerstandt
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
lacking
skills
dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot
Inclusion is activist…
If you do not
intentionally and
deliberately include,
you will unintentionally
exclude. No hatred
required.
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
doing inclusion
have
rules
doing inclusion
work to
have a
beginners
mind
doing inclusion
third
chair
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
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
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
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
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
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?
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
www.joegerstandt.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
