differences (american farm bureau federation annual meeting january 2012))
Post on 17-Oct-2014
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DESCRIPTION
session on cognitive diversity delivered by joe gerstandt at the 2012 American Farm Bureau Federation in Honolulu HiTRANSCRIPT
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differences
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MT
engineers
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MT
management
MT
engineers
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MT
management
MT
engineers
NASA
management
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MT
management
MT
engineers
NASA
management
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MT
management
MT
engineers
NASA
management
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Tuesday
morning
January
28th
1986
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MT
management
MT
engineers
NASA
management
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MT
management
NASA
management
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consider
decision
making… 1 - 10
What
makes it
better?
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What looks like
resistance is
often a lack of
clarity. -Switch, Dan and Chip Heath
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diversity…
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difference
diversity…
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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.
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difference
takes
many forms
diversity…
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difference
takes
many forms
relational
diversity…
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difference
takes
many forms
relational
disruptive
diversity…
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↑diversity =
↑variance in
performance groups with more diversity
perform better or worse than
groups with less diversity
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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
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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…”
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identity diversity: Differences in our social identities.
cognitive diversity: Differences in how we think and solve problems.
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i
d
e
n
t
i
t
y
d
i
v
e
r
s
i
t
y
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cognitive diversity The extent to which the group
reflects differences in knowledge, including beliefs,
preferences and perspectives.
-Miller, et al (1998) Strategic Management Journal
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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
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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
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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
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MBA
Harvard University
100 people
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MBA
Harvard University
100 people
team #1
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MBA
Harvard University
100 people
team #1
team #2
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MBA
Harvard University
100 people
team #1
team #2
friends
with
cognitive
benefits
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who
how
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dysfunction
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dysfunctional disagreement
dysfunctional agreement
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also
dysfunction
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
always
disagree lack of
trust
personal
conflict
us vs.
them
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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
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dysfunctional disagreement
dysfunctional agreement
dysfunctional agreement
sweet
spot
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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
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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
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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
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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.
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stereotype
waitress librarian
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smoke
bowl
eat hamburgers
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smoke
bowl
eat hamburgers
knit
wear glasses
eat salad
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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.
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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.
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how
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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
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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
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who
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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?
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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?
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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?
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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?
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thank you!
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www.joegerstandt.com
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www.facebook.com/joegerstandt
402.740.7081
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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
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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