No. Great minds do not think alike.
considering cognitive diversity
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diversity
is…
difference
difference
takes many forms
difference is
relational
…it exists between people, not in people
difference is a catalyst
…difference always
changes social groups
(tension)
difference changes social groups…
greater diversity = greater variance in performance
(groups with more diversity perform better or worse than groups with less
diversity)
social group+
difference
= conflictconflict or creationcreation
inclusion is…
The capacity to include difference.
• fairness of governance practices
• openness to difference• inclusion in decision making
what?
cognitive diversity
The extent to which the group reflects differences in
knowledge, including beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
Solving technical problemsAnalyzing complex issues
Logical approach
Interpersonal aspects of situationsIce breakers
Socializing in meetings
ConceptualizingInnovating
Seeing the big picture
Routine MeetingsDetails
Structure
Expressing ideasUnderstanding group dynamics
Team building
Logic ahead of feelingsNo interaction with people
Implementing ideasDeveloping plans
Follow-up and completion
“Blue Sky” thinkingNot following the rules
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Joys
Frustrations
Cerebral Mode (abstract & intellectual thought)
Limbic Mode (concrete and emotional processing)
Left
Mod
eR
ight Mode
ANALYZE
ORGANIZE
STRATEGIZE
PERSONALIZE
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
why?
countingmoney
spendingmoney
savingmoney
helpingthe others
Groups often fail to outperform individuals because they
prematurely move to consensus, with dissenting
opinions being suppressed or dismissed.
-Hackman & Morris, Advances in Experimental Social Psychology
Exposure to minority dissent increases individual courage to resist group pressures to
conformity.
-Nemeth, Chiles (1988) European Journal of 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
The debating of dissenting issues consequent to
different approaches and perceptions associated with cognitive diversity has been found to stimulate divergent
thinking, which is closely linked to creative output.
-Nemeth, Nemeth-Brown (2003) Group Creativity, Oxford University Press
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
If everyone is thinking the same thing,
someone isn’t thinking at all.
-General George S. Patton
what gets in the way?
• conformity & social pressure• labels & stereotypes• power & politics• skills for dialogue and disagreement
• awareness• ground rules & expectations
how?
discuss & decide differently
• expect everyone to promote and participate in honest, candid conversation and support the final outcome
• ground rules• discuss and practice disagreeing• devils advocate
discuss & decide differently
• appreciative inquiry, world café, listening circles, open space, ignite
• blogging, twittering, social networks
• change who is in the conversation
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?
high difference lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference lowdifference
high interactio
n
learninggrowth
self-organization
stressconflict
exhaustion
celebrationreinforcement
energy
low productivitywasted energy
factions
low interactio
n
reflectionsafety
clearing the decks
isolationmisunderstanding
frustration
comfortbelonging
rest and recovery
boredomstagnation
deathDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
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 interactio
n
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 advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
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 interactio
n
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 advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
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 interactio
n
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 advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
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 interactio
n
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 advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
high difference
lowdifference
high interactio
n
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 interactio
n
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 advocatePick a high
difference topicDifference MatrixGlenda Eoyang HSDI
thank you!
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
joe gerstandt
www.joegerstandt.com
[email protected]/joegerstandt
www.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt
402.740.7081