Date post: | 16-Sep-2014 |
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Business |
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No. Great minds do not think alike.
considering cognitive diversity
#greatminds@joegerstandt
cognitive diversity
The extent to which the group reflects differences in
knowledge, including beliefs, preferences and
perspectives.
-Miller, et al (1998) Strategic Management Journal
generative
A generative relationship produces something which one of the members of the relationship could not have
produced alone. The outcome could not have been foreseen in advance. It was created by the interaction of the parties.
analyticalrationalrealisticfactuallogical
definitive
risk takercreativeflexible
synthesizerconceptual
intuitive
persistentplanner
organizeddisciplined
detailedpractical
passionatecooperativeempatheticexpressive
harmonizingresponsive
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
100 people
100 people
team #1
100 people
team #1
team #2
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
-Brenda Zimmerman
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
thank you!
www.joegerstandt.com
joe gerstandt
www.joegerstandt.com
[email protected]/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081
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