fight. more. better. joe gerstandt shrm16

Fight. More. Better#SHRM2016@joegerstandt

#SHRM2016@joegerstandt




#SHRM2016

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MT

management

MT

engineers

NASA

management

Tuesday

morning

January 28th

1986

MT

management

MT

engineers

NASA

management

MT

management

NASA

management

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

groupthink:

mode of thinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoints.

We simply decide without thinking much about the

decision process.-Jim Nightingale

Group vs. Individual Decision Making

groups individuals

accuracy

speed

creativity

degree of

acceptance

efficiency


groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

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


groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

Group intelligence is not

strongly tied to either the

average intelligence of the

members or the team’s

smartest member.-Thomas Malone, MIT Center for Collective Intelligence

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

diversity

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.

dysfunction

dysfunctional disagreement

dysfunctional agreement

also

dysfunction




always

disagree lack of

trust

personal

conflict

us vs.

them




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agreelack of

honesty

meeting

after the

meeting

lacking

skills




sweet

spot

1.know your own conflict style

2.clear expectations

3.focus on relationships

How is the decision going

to be made?

How are we going to

disagree?

constructive

• focus on issues

• focus on future

• focus on solutions

• inquiry

• lots of “I” and “we”

destructive

• focus on people

• focus on past

• focus on problems

• advocacy

• lots of “you” and

“they”

agreements…

agreements…

Put the phones away.

agreements…

• put phones away

• start on time

• check-in

• serial sharing

• third chair

• boss speaks last

•devils advocate

•reward & coach

•clear divisions

•protect diversity

•end with clarity

•communication

low courage high courage

low

considerationpassive

aggressive

aggressive

high

considerationpassive assertive

passive:

• do not assert themselves

• allow others to deliberately or

inadvertently infringe on their rights

• fail to express their feelings, needs,

or opinions

• tend to speak softly or apologetically

• exhibit poor eye contact and slumped

body posture

aggressive:

• try to dominate others

• use humiliation to control others

• criticize, blame, or attack others

• speak in a loud, overbearing voice

• not listen well

• interrupt frequently

• use “you” statements

passive-aggressive:

• mutter to themselves rather than confront

the person or issue

• have difficulty acknowledging their anger

• use facial expressions that don't match

how they feel - i.e., smiling when angry

• use sarcasm

• appear cooperative while purposely doing

things to annoy and disrupt

• use subtle sabotage to get even

assertive:

• state needs, feelings and wants

clearly and respectfully

• use “I” statements

• listen well without interrupting

• have good eye contact

• speak in a calm, clear tone of voice

• have a relaxed body posture

• not allow others to abuse them

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

deathDifference 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

Trust

precedes the

truth.

1.know your own conflict style

2.clear expectations

3.focus on relationships

8

O

15.99

6

C

12.01

1

H

(1.01)

joegerstandt.com

linkedin.com/in/joegerstandt

youtube.com/joegerstandt

[email protected]

twitter.com/joegerstandt

slideshare.net/joeg

402.740.7081

Thank you!

fight. more. better. joe gerstandt shrm16

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