slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making joegerstandt.com @joegerstandt

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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. So, how do you do…
consider What
decision makes it
making… 1 - 10 better?

14. We simply decide
without thinking
much about the
decision process.
-Jim Nightingale

15. g
r
o
u
p
t
h
i
n
k

16. 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.

17. Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency

18. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of x
acceptance
efficiency x

19. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of x
acceptance
efficiency x

20. What looks like
resistance is
often a lack of
clarity.
-Switch, Dan and Chip Heath

21. diversity…

22. diversity…
difference

23. 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.

24. diversity…
difference
relational

26. diversity…
difference
relational
takes
many forms

28. diversity…
difference
relational
takes
many forms
disruptive

29. ↑diversity =
↑variance in performance
groups with more diversity
perform better or worse than
groups with less diversity

30. difference makes a difference…
• “we vs. they” mentality
• stereotyping
• in-group favoritism
• inter-group conflict
• satisfaction, performance,
turnover all get worse

31. inclusion:
The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes

32. inclusion:
The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes

33. inclusion:
The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes

34. inclusion:
The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes

35. inclusion:
The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes

36. inclusion:
The actions that we take to include
additional difference in a process or
group.
• fairness of employment practices
• openness to difference
• inclusion in decision making
• integration of networks
• balanced outcomes

37. let’s take
a break…

38. 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…”

39. identity diversity:
Differences in our social
identities.
cognitive diversity:
Differences in how we think and
solve problems.

40. d
i i
d v
e e
n r
t s
i i
t t
y y

41. cognitive diversity
The extent to which the group
reflects differences in
knowledge, including beliefs,
preferences and perspectives.
-Miller, et al (1998) Strategic Management Journal

42. 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

43. 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)

44. 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

45. 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

46. 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

48. share information
quality decision making
creative problem solving
innovation
fully utilize talent
develop new relationships
manage relationships

49. 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

50. share information
quality decision making
creative problem solving
innovation
fully utilize talent
develop new relationships
manage relationships

51. 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

52. MBA
Harvard University
100 people

53. team #1
MBA
Harvard University
100 people

54. team #1
MBA
Harvard University
100 people
team #2

55. team #1
MBA
Harvard University
100 people
team #2

56. team #1
friends
with
cognitive
benefits MBA
Harvard University
100 people
team #2

58. 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

59. but…

60. team #1
This team greatly
overrates its own
problem solving
capacity.

61. This team greatly
underrates its
problem solving
capacity.
team #2

62. Taking it back…
What does
this mean for
your
organization What needs Where will
? to happen? you start?

63. What’s in the toolbox?
•perspectives
•heuristics

64. perspectives
Perspectives are ways of
representing situations
and problems, how we
organize knowledge.

65. what do you see?

67. Do you seek out other perspectives?
peers
other departments
customers
other organizations
other professions

68. 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.

69. …if you do not
know the answer,
choose “C”

70. please add these numbers…

71. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =

72. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55

73. please add these numbers…
1 + 2 + 3 + 4 + 5 + 6 + 7 + 8 + 9 + 10 =
55
…but how did you do it?

74. Draw a 9 dot matrix on a blank
paper …

76. 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.

81. “…given enough
eyeballs, all bugs
are shallow.”
-Eric Raymond
(Linus’ Law)

82. so…
perspectives are how we
see things (problems and
opportunities)
heuristics are how we
approach or solve them

84. who
how

86. dysfunction

87. dysfunctional dysfunctional
agreement disagreement

89. also
dysfunction

90. dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement

91. always
disagree lack of
trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
us vs.
them personal
conflict

92. always always
agree
lack of disagree lack of
honesty trust
dysfunctional
dysfunctional dysfunctional
agreement
agreement disagreement
avoid us vs.
conflict meeting them personal
after the conflict
meeting

93. dysfunctional dysfunctional
dysfunctionalsweet
agreement disagreement
agreement
spot

94. 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

95. sweet spot

96. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

97. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

98. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

99. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

100. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

101. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them & they
make space for novelty
learn from failure
meta conversations

102. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

103. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

104. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

105. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

107. let’s take
a break…

108. If everyone is
thinking the same
thing, someone
isn’t thinking at all.
-George S. Patton

109. share difference & commonality
explicit agreements
inquiry vs. advocacy
solutions vs. problems
empathy
i & we vs. them and they
make space for novelty
learn from failure
meta conversations

110. • triaging / identifying
different kinds of decisions
• unanimity, democracy,
consensus, boss

111. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of x
acceptance
efficiency x

114. brain basics
1.threat vs. reward

116. brain basics
1.threat vs. reward
2.efficiency

118. brain basics
1.threat vs. reward
2.efficiency
3.pattern recognition

123. when the
brain
locks onto
a pattern,
it does not
seek
alternative

124. 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.

125. stereotype
waitress librarian

126. smoke
bowl
eat hamburgers

127. smoke knit
bowl wear glasses
eat hamburgers eat salad

128. 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.

129. 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.

131. consider this…
…a long time ago, in
a far away galaxy,
there was a man
named Uri Treisman…

132. consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation

133. consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation

134. consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation

135. consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation

136. consider this…
1.Lack of Adequate
Preparation
2.Socio-economic Status
3.Lack of Family Support
4.Lack of Motivation

138. consider this…
1.Power of Assumptions

139. consider this…
1.Power of Assumptions
2.Intentions vs. Outcomes

140. consider this…
1.Power of Assumptions
2.Intentions vs. Outcomes
3.Power of Stereotypes

141. consider this…
1.Power of Assumptions
2.Intentions vs. Outcomes
3.Power of Stereotypes
4.Problem is “out there”

144. how

145. 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

146. 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

147. 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

148. 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

149. 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

150. 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

159. doing inclusion
work to
have a
beginners
mind

160. doing inclusion
listen
actively

161. doing inclusion
ask good
open
ended
questions

162. doing inclusion
convey & invite

163. doing inclusion
express clearly and
completely

164. doing inclusion
third
chair

165. doing inclusion
disentangle intentions
and outcomes

166. doing inclusion
build your discomfort
muscles

167. doing inclusion
work to
have a
beginners
mind

168. who

169. 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?

170. 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?

171. 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?

172. 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?

173. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity

174. analysis
• group What do you have?
• proximity
What do you have a
• expertise
lot of?
• hierarchy
• gender
What do you not
• age
have?
• race What do you need to
• ethnicity do differently?

175. Who do you discuss new
ideas with?
Who do you turn to for help?
Who do you get the most
valuable information from?
Who do you trust to keep
your best interests in mind?

180. consider a ten person team
1
2 3
4 5 6 7 8
9 10

181. 1
2 7
3 10 4 8
6 9
5

182. 1
2 7
3 10 4 8
6 9
5
…flow of information?

183. 1
2 7
3 10 4 8
6 9
5
…influence?

184. 1
2 7
3 10 4 8
6 9
5
…inclusion?

187. other ideas for mixing it up…
• social technology
• solution & idea contests
• open space, appreciative inquiry,
etc.
• mix up assignment, teams, spaces
• more social
• communities of practice

188. www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081

189. 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

190. 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