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

joe.gerstandt@gmail.comwww.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandtwww.facebook.com/joegerstandt

402.740.7081