No. Great minds do not think alike

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

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