This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
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
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)
19. sharing information
making meaning from
information
quality decision making
creative problem solving
innovation
fully utilizing talent
20. 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
41. -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.”
42. Do you seek out other perspectives?
peers
other departments
customers
other organizations
other professions
43. 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.
51. 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.
58. going from point a to point b
Are there multiple
ways to get there…or
is there one “right”
way?
59.
60. Give What
1 - 10
yourself a makes it
grade… better?
61. 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
69. always
disagree lack of
trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
us vs.
them personal
conflict
70. 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
72. 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
80. 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
81. 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
82. 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
83. 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
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 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
86. 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?
87. 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?
88. 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?
89. 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?
90. 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
92. 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
93. 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