Joegerstandt's Social Media Profiles
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The document discusses cognitive diversity and its benefits for decision making and innovation. It notes that teams with greater diversity of knowledge, beliefs, and perspectives introduce more innovations. The document then provides information on cognitive styles and perspectives, heuristics, and equifinality and how embracing these can enhance problem solving and creativity.
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Joegerstandt's Social Media Profiles
- 2. joegerstandt.com twitter.com/joegerstandt linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg
- 5. MT engineers
- 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
- 10. Tuesday morning January 28th 1986
- 11. MT engineers NASA management MT management
- 12. NASA management MT management
- 13. consider What decision makes it making… 1 - 10 better?
- 14. The extent to which the group reflects differences in knowledge, including beliefs, preferences and perspectives. -Miller, et al (1998) Strategic Management Journal cognitive diversity
- 15. 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 -Ned Herrmann
- 16. 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)
- 17. 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 -Ned Herrmann
- 18. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptual definitive intuitive potential persistent passionate planner cooperative organized empathetic disciplined expressive detailed harmonizing practical responsive
- 19. analytical risk taker rational creative realistic flexible factual synthesizer logical conceptual definitive intuitive tension persistent passionate planner cooperative organized empathetic disciplined expressive detailed harmonizing practical responsive
- 21. sharing information making meaning from information quality decision making creative problem solving innovation fully utilizing talent
- 22. 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
- 23. MBA Harvard University 100 people
- 24. team #1 MBA Harvard University 100 people
- 25. team #1 MBA Harvard University 100 people team #2
- 26. team #1 friends with cognitive benefits MBA Harvard University 100 people team #2
- 29. recombine & synthesize
- 31. If everyone is thinking the same thing, someone isn’t thinking at all. -General George S. Patton
- 32. and…
- 33. team #1 This team greatly overrates its own problem solving capacity.
- 34. This team greatly underrates its problem solving capacity. team #2
- 35. Give What 1 - 10 yourself a makes it grade… better?
- 36. What’s in the (cognitive) toolbox?
- 37. What’s in the (cognitive) •perspectives toolbox? •heuristics •equifinality
- 38. perspectives Perspectives are ways of representing situations and problems, how we organize knowledge.
- 39. -Thomas Kuhn, The Structure of Scientific Revolutions “…almost always, those who achieve fundamental inventions of a new paradigm have been either very young or very new to the field whose paradigm they change.”
- 43. counting spending money money saving helping money the others
- 44. earnings diversity market human share potential
- 45. get lost get funding get get lucky insurance
- 46. Do you seek out other perspectives? peers other departments customers other organizations other professions
- 47. heuristics Heuristics are ways of generating solutions. Heuristics can vary in their sophistication, and they can be immediate reactions to situations or simple rules of thumb.
- 48. …if you do not know the answer, choose “C”
- 49. please add these numbers…
- 50. please add these numbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
- 51. please add these numbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55
- 52. please add these numbers… 1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 = 55 …but how did you do it?
- 53. Draw a 9 dot matrix on a blank paper …
- 55. Draw a 9 dot matrix on a blank paper … Without lifting your pencil from the paper, draw exactly four straight, connected lines that will go through all nine dots, but through each dot only once.
- 60. Plan a meeting.
- 61. equifinality The belief that a given result can be achieved many different ways.
- 62. going from point a to point b Are there multiple ways to get there…or is there one “right” way?
- 65. so… perspectives are how we see things (problems and opportunities) heuristics are how we approach or solve them equifinality is how open we are to considering other perspectives and heuristics
- 66. who how
- 68. dysfunction
- 69. dysfunctional dysfunctional agreement disagreement
- 71. also dysfunction
- 72. dysfunctional dysfunctional dysfunctional agreement agreement disagreement
- 73. always disagree lack of trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement us vs. them personal conflict
- 74. always always agree lack of disagree lack of honesty trust dysfunctional dysfunctional dysfunctional agreement agreement disagreement lacking us vs. skills meeting them personal after the conflict meeting
- 75. dysfunctional dysfunctional dysfunctionalsweet agreement disagreement agreement spot
- 76. 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
- 77. being inclusive work to have a beginners mind
- 78. being inclusive seek out & protect novelty
- 79. being inclusive listen actively
- 80. being inclusive convey & invite
- 81. being inclusive express clearly and completely
- 83. being inclusive disentangle intentions and outcomes
- 84. 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
- 85. 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
- 86. 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
- 87. 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
- 88. 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
- 89. 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
- 90. 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?
- 91. 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?
- 92. 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?
- 93. 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?
- 94. 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
- 95. other ideas for mixing it up… • social technology • solution & idea contests • open space • decision accelerator, a.i. • mix up assignment • more social • communities of practice
- 96. thank you!
- 97. www.joegerstandt.com joe.gerstandt@gmail.com www.twitter.com/joegerstandt www.linkedin.com/in/joegerstandt www.facebook.com/joegerstandt 402.740.7081
- 98. 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
- 99. 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
- 100. joegerstandt.com twitter.com/joegerstandt linkedin.com/in/joegerstandt facebook.com/joegerstandt youtube.com/joegerstandt joegerstandt.com/blog slideshare.net/joeg