team genius (national safety council conference - keynote)

team genius

@joegerstandt

@joegerstandt

joegerstandt.com

linkedin.com/in/joegerstandt

facebook.com/joegerstandt

youtube.com/joegerstandt

[email protected]

slideshare.net/joeg

MT

engineers

@joegerstandt

MT

management

MT

engineers

MT

management

MT

engineers

NASA

management

Tuesday

morning

January

28th

1986

MT

management

MT

engineers

NASA

management

MT

management

NASA

management

groupthink:

Mode of thinking that happens

when group members try to

minimize conflict and reach a

consensus decision without

critical evaluation of

alternative ideas or

viewpoints.

consider

decision

making… 1 - 10

What

makes it

better?

We simply decide

without thinking

much about the

decision process.-Jim Nightingale

Group vs. Individual Decision Making

groups individuals

accuracy

speed

creativity

degree of

acceptance

efficiency


groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

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


groups individuals

accuracy x

speed x

creativity x

degree of

acceptancex

efficiency x

Group intelligence is

not strongly tied to

either the average

intelligence of the

members or the team’s

smartest member.-Thomas Malone, MIT Center for Collective

Intelligence

cognitive diversity

The extent to which the

group reflects differences

in knowledge, including

beliefs, preferences and

perspectives.

-Miller, et al (1998) Strategic Management Journal

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

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

Mo

de

Righ

t Mo

de

ANALYZE

ORGANIZE

STRATEGIZE

PERSONALIZE

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

potential

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

tension

analytical

rational

realistic

factual

logical

definitive

risk taker

creative

flexible

synthesizer

conceptual

intuitive

persistent

planner

organized

disciplined

detailed

practical

passionate

cooperative

empathetic

expressive

harmonizing

responsive

-Ned Herrmann

dysfunction

also

dysfunction

dysfunctional disagreement

dysfunctional agreement





always

disagree lack of

trust

personal

conflict

us vs.

them




always

disagree lack of

trust

personal

conflict

us vs.

them

always

agreelack of

honesty

meeting

after the

meeting

avoid

conflict




sweet

spot

If everyone is

thinking the same

thing, someone

isn’t thinking at all.-General George S. Patton

work to

have a

beginners

mind

third

chair

have rules

low courage high courage

low

considerationpassive

aggressive

aggressive

high

considerationpassive assertive

Passive communicators:

• fail to assert themselves

• allow others to deliberately or

inadvertently infringe on their rights

• fail to express their feelings, needs, or

opinions

• tend to speak softly or apologetically

• exhibit poor eye contact and slumped

body posture

Aggressive communicators:

• try to dominate others

• use humiliation to control others

• criticize, blame, or attack others

• speak in a loud, demanding, and

overbearing voice

• do not listen well

• interrupt frequently

• use “you” statements

Passive-Aggressive

communicators:• mutter to themselves rather than confront the

person or issue

• have difficulty acknowledging their anger

• use facial expressions that don't match how

they feel - i.e., smiling when angry

• use sarcasm

• appear cooperative while purposely doing

things to annoy and disrupt

• use subtle sabotage to get even

Assertive communicators:

• state needs, feelings and wants clearly,

appropriately, and respectfully

• use “I” statements

• listen well without interrupting

• have good eye contact

• speak in a calm and clear tone of voice

• have a relaxed body posture

• do not allow others to abuse or

manipulate them

high

difference

low

difference

high

interaction

learning

growth

self-organization

stress

conflict

exhaustion

celebration

reinforcement

energy

low productivity

wasted energy

factions

low

interaction

reflection

safety

clearing the decks

isolation

misunderstanding

frustration

comfort

belonging

rest and recovery

boredom

stagnation

deathDifference Matrix

Glenda Eoyang HSDI

high

difference

low

difference

high

interaction

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

interaction

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 advocate

Pick a high difference

topicDifference Matrix

Glenda Eoyang HSDI

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

www.joegerstandt.com

[email protected]

www.twitter.com/joegerstandt

www.linkedin.com/in/joegerstandt

www.facebook.com/joegerstandt

402.740.7081

team genius (national safety council conference - keynote)

Business

glenda eoyang

individual

dysfunctional

dysfunctional

disagree lack

ned herrmann

risk taker

deathdifference