1. Career Day for Students With Disabilities February 4, 2010

3. Who I Am Recreational Habits Ethnicity Personality Gender Race Age Physical Qualities/ Abilities Marital Status Education Parental Status Appearance Military Experience Work Background Religious Beliefs Geographic Location Personal Habits Income Sexual/ Affectional Orientation Internal Dimensions External Dimensions How do you define yourself? How do others define you? Values & Beliefs

4. Human Resources in the 21 st Century The standard expectations of HR have been expanded beyond  Employment  Performance Management  & Labor Relations To include talent acquisition and strategic personnel utilization

5. The New Expectations Required within the new expectations are new approaches to personnel utilization that rely heavily on managerial technologies that embrace new approaches to staffing. These approaches rely heavily on developing a broader explanation for workplace diversity.

6. A new reliance on diversity Broad-based use of cross-functional work teams has created a need for us to understand diversity beyond the elements of race and gender. The differences between individuals that transcend the biological and cultural elements center around their preferred problem-solving approach.

7. A different consideration Michael Kirton, a British Industrial Psychologist, has made a life’s work of attempting to explain how diversity in communication and problem solving impact the work place. He was using the term “diversity management” long before it became popular terminology in the U.S.

8. We are all creative! Problem solving is the key to life. We all solve problems all of the time, every day.

9. Key factors of problem solving Opportunity (perceived, managed, exploited) Motivation (needs, values, beliefs) Resources (materials, money, machines) Level (skill, knowledge, experience) Problem-solving style (adaption/innovation)

10. Differences Level – How creative we are. (How much) Style – How we are creative. (In what way)

11. Preferred Style Some say it may be genetically determined. You probably did not choose it. You probably cannot change it. Doesn’t alter with age or experience.

12. Style and Behavior Cognitive Style is stable and is not the same as behavior which is flexible One prefers to behave in ones’ preferred style but.. One can behave out of ones’ preferred style – this is called coping behavior Requires extra energy and when extensive can cause significant stress

13. Adaptive - Innovative Our preferred styles are represented on a continuum with Adaptive styles on one side & Innovative styles on the other side Adaptive styles accept and work within the problem’s definition. – They prefer to do things BETTER. Innovative styles see the definition as part of the problem. – They prefer to do things differently.

14. More Adaptive Preferences Prefer more structure Are sensitive to people and groups Target ideas Master details Consistent More prudent risk takers

15. More Innovative Preferences Prefer less structure Less concerned with group cohesiveness Proliferate ideas – emphasize quantity Less constrained by precedent Challenge assumptions Far less risk averse

16. Idea Generation The More Adaptive Produce fewer ideas but are manageable, relevant, sound, safe, for immediate use. Expect high success rate. The More Innovative Produce many ideas, some seen as exciting, “blue sky”, “new dawn” Tolerate high failure rates

17. Problem Solving Methodology The more Adaptive are likely to… Be precise, methodical, reliable, thorough, with great attention to detail. Welcome change as something of an “improver.” Seek solutions to problems in tried and tested ways The more Innovative are likely to… Think tangentially and approach problems from an unsuspected angle Welcome change as a “tradition breaker” Manipulate the problem and challenge its underlying assumptions

18. Management Structure in Problem Solving The more Adaptive are likely to… Maintain stability, continuity, group cohesion, be prudent with authority. Solve problems by use of rule Challenge rules rarely and usually when supported by consensus The more Innovative are likely to… Be catalysts to settled groups and consensual views, be radical Alter rule to solve problem Challenge rules, customs and consensual views

19. Better Problem Solving Decreasing the cost of operations Increasing the efficiency of operations Increasing standard operating procedures Defining a quality tracking system Institution continuous improvement Revitalizing today’s system for tomorrow

20. Different Problem Solving Finding a new way to save/make money Finding totally unexpected markets Developing new technologies Changing a new system rather than fixing an old one Generating continuous novelty

21. Position on the Problem Solving Continuum Neither is better at using their creativity, problem solving or making decisions There is no right or wrong place in particular situations, different degrees of adaption and/or innovation may be judged more appropriate But adaptors and innovators very often disagree……

22. Cognitive Gap Between people with two differing style preferences Between a person and his/her group or team Between two group Between each individual’s preferred style and what the task requires

23. What happens each time you discuss a problem with another person. Each person acquires two problems Problem A – the actual task Problem B – managing each other’s diversity

24. Problem A & B Problem A should take up more of the collective energy than Problem B Therefore diversity training should not aim to correct the past but to increase future mutual benefit.

25. Introduction to Group Performance Management We require a diversity of problem solvers to solve a large complex problem A diversity of problem solvers is essential to organizational success But If and only if they collaborate

26. When collaborating Adaptors  Supply stability, order and continuity  Maintain group cohesion and cooperation  Are sensitive to people  Minimize risk to innovative projects  Provide foundation for efficient change Innovators  Supply breaks with accepted theory  Stir the group up to reconsider consensus related issues  Can be insensitive to people  Provide the dynamics for radical change

27. Adaption –Innovation Blessing and Curse Each has advantages and disadvantages in the resolution of Problem A – the task An advantage in one situation is a disadvantage in another situation (and vice versa) A team’s advantage is its diversity and the diversity is its Problem B Effective Collaboration is the Successful Management of Diversity

28. Response to Change Adaptors May stay with the paradigm too long. Tend to see how the system is enabling Innovators May abandon the paradigm too soon. Tend to see how the current system is too limiting

29. Paradox of Structure It both enables and limits Adaptors and Innovators tend to manage this paradox very differently

30. Cognitive Diversity Cognitive style is just one form of diversity Effective management to diversity is the key to managing change We tend to misunderstand differences in STRATEGY for differences in CAPACITY We tend to turn differences in style into inter- personal clashes

31. Perceptions Adaptors see innovators as :  Unsound, impractical  Abrasive  Cavalier toward the ideas of others  Creating confusion and dissonance  Risky  Challenging rules and customs Innovators see adaptors as :  Timid in ideation  Compliant with authority  Stuck with their own system  Picky, narrow, pedestrian  Overly cautious  Conforming  Taking an “in-group” view  Intolerant of ambiguity