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Module 6: How Should We Act to Influence Positive Change? - Coggle Diagram
Module 6: How Should We Act to Influence Positive Change?
Why does difference make a group smarter?
Phillips
diversity is a trigger: seeing difference makes people work harder
in her experiments, diverse groups outperform homogeneous ones
members share more of the unique info they hold
more conflict of opinions leads to the right answer
Phillips
it feels worse even when it works better
diverse groups feel less confident and rate their discussion as less effective
like a workout: the discomfort is the hard work that pays off
Grant
task conflict is how teams get to the truth
the absence of conflict is not harmony, it's apathy
strong teams debate ideas early and keep it from getting personal
Wright brothers argued constantly but never got mad
What Is Psychological Safety?
safety is what lets diversity pay off
expertise diversity improved performance only when safety was high
Google's Project Aristotle: how a team works matters more than who is on it
Zheng
coalitions over cliques
siloed groups harden lines; broad coalitions build shared commitment
Connections
difference only helps if people actually speak
Phillips shows the benefit, Edmondson explains the condition (safety), Grant names the mechanism (task conflict)
all three agree the discomfort is a sign it's working
What stops people from speaking up and rethinking?
Grant
our ego guards our beliefs
we treat beliefs (what's true) like values (what matters)
preacher, prosecutor, politician modes block learning
first instinct fallacy and escalation of commitment lock us in (Vietnam, BlackBerry)
What Is Psychological Safety?
silence is the safe default
people hold back unless leaders invite them in
not about being nice: nice often means not candid
not about comfort: learning is uncomfortable
Zheng
blame-and-shame training backfires
one-off DEI trainings show no lasting effect and can increase bias
people feel threatened, then backlash follows
Phillips
people copy behavior, not words
a classmate told her daughter she couldn't play with her because her skin is brown
the child's parents taught diversity with books but avoided the nannies in their elevator
Tao Te Ching
arrogance blocks growth
the self-opinioned are not enlightened; the arrogant do not improve (Ch.24)
words of truth are not pleasing (Ch.81)
Connections
the barrier is usually fear or ego, not lack of ideas
Grant's inner dictator and the Tao's arrogance describe the same problem
Zheng's training and Phillips's parents show that lecturing people doesn't change behavior
How should a leader actually lead?
Tao Te Ching
lead like water: don't force, don't take credit
water benefits all and contends with none (Ch.8)
the best leader is barely noticed (Ch.17)
more rules, more thieves- people transform themselves (Ch.57)
What Is Psychological Safety?
build felt permission for candor
explain why people's input matters
admit your own mistakes
ask "what are you seeing?" and respond with curiosity, not blame
Grant
open minds with questions, not force
build a challenge network, not just a support network
don't be a logic bully; look for common ground
firm on values, flexible on strategy
Zheng
change the environment, not people's feelings
fixed an overwork culture: rewarded smart wins, set a right to disconnect
gender gaps cut by more than half without focusing on gender
Phillips
talk about differences, not just similarities
ask what makes each of you unique
goal: a place where difference is normal
Connections
lead by example and by design, not by command
Tao's "teach by deeds" matches Edmondson's leaders modeling fallibility
Zheng's systems change echoes Ch.57: fix the environment and people follow
Grant's questions and the Tao's water both win by not forcing
Is it ever worth doing wrong to get ahead?
Cicero
no: what is wrong is never truly expedient
the conflict between profit and honor only seems real
if it's morally wrong, it must not seem expedient
Cicero
hiding what others need to know is dishonest
Diogenes says follow the law; Antipater and Cicero say tell everything
fraud is pretending one thing and doing another
Cicero
a good man acts the same when no one is watching
would not slip his name into a will even if no one could know
Marius and Gratidianus gained power by slander and stolen credit, but lost their honor
Tao Te Ching
grasping defeats itself
an overfilled cup spills; retreat after success (Ch.9)
the more he gives, the more he has (Ch.81)
Connections
honesty and humility as long-term advantage
Gratidianus grabs credit; the Tao's sage claims none
Cicero's duty to disclose mirrors psychological safety's surfacing bad news early
Zheng's abundance framing matches Cicero: real gain doesn't come at others' expense
-the Tao says the wise don't argue, Grant praises arguing about the task