Recruiting Diversity

1
Recruiting Diversity

• Educators Forum
• SME 2008
• February 24, 2008
• Leigh W. Freeman
• Day Job Downing Teal Inc
• LFreeman_at_DowningTeal.com

2
Diversity Its not what many people think

• We track metrics on race, creed, color,
  religion, nationality, and age wrapped in a shawl
  of social engineering
• The intrinsic value behind these metrics is
  people with different thought processes and
  abilities to execute
• Capturing the value of this diversity will be the
  challenge for the next generation of mining
  leaders. It promises to bring us more talent plus
  a new kind of talent

3
Diversity for the modern workforce

• Workforce of the future is recruited by
  universities
• Starts with universities recruiting diversity for
  the freshman class to achieve diversity of
  thought, increase creativity and establish
  cultural robustness
• It is a fundamental component of globalization,
  innovation and maintaining a social license

4

• Think REVOLUTIONARY, not SURVIVAL or EVOLUTIONARY

5
Addressing creative problem solving innovation

• Creating teams comprised of diverse members
  selected and managed such that their total
  contribution is greater than the sum of their
  individual contributions

6
This presentation

• Building better teams (Piloting the Rocket of
  Radical Innovation)
• Implications (A little change goes a long way)
• Summary

7
Value proposition for diversity

• Creating teams such that the total is greater
  that the sum of the individual components. its
  about better teams
• Jung provided team-member metrics

8
An example of total great than the sum of the
individual parts

• Piloting the Rocket of Radical Innovation, Greg
  A. Stevens and James Burley.
• IEEE Engineering Management Review, Vol 32, No. 3
  third quarter 2004, pp 111-122. Reprinted from
  Research Technology Management, March-April 2003.

9
Conclusions in Rocketing

• Personalities of individuals involved in the
  early stages (or fuzzy front end) of new
  business development have been found to as
  important as the process itself.
• Those in the top third of the Index generated 95
  times more profit than those in the bottom third
  (8,230,000 vs 87,000)

SME December, 2007 Leigh
W. Freeman
10
(No Transcript)
11
MBDT Indicators
12
US Population
After Center for Applied Psychological Type
13
New Business Development

• 3,000 Raw ideas (unwritten)
• 300 Ideas submitted
• 125 Small projects
• 9 Early stage developments
• 4 Major developments
• 1.7 Launches
• 1 Success

14
Universal Industrial Success Curve
Commercial
Fuzzy Front End
Development
15
Post-its a successful failure
16
Viagra a successful failure
17
This presentation

• Building better teams (Piloting the Rocket of
  Radical Innovation)
• Implications (A little change goes a long way)
• Summary

18
Implications

• Where has all the innovation gone?

19
Ironically

• From Rocketing. staff reduction program was
  underway during the period of our project. This
  program resulted in the lost of over half of
  analysts in the top third but the lost of none
  of those in the lowest third.

20
(No Transcript)
21
Copper Price Cycles
22

• The "SN" preference refers to how we gather
  information. We all need data on which to base
  our decisions. We gather data through our five
  senses. Jung contended that there are two
  distinct ways of perceiving the data that we
  gather. The "Sensing" preference absorbs data in
  a literal, concrete fashion. The "Intuitive"
  preference generates abstract possibilities from
  information that is gathered. We all use both
  Sensing and Intuition in our lives, but to
  different degrees of effectiveness and with
  different levels of comfort.

23
Sensing and Intuition (SN)

• We are Sensing when we
• Taste food
• Notice a stoplight has changed
• Memorize a speech
• Follow steps in a plan
• We are Intuitive when we
• Come up with a new way of doing things
• Think about future implications for a current
  action
• Perceive underlying meaning in what people say or
  do
• See the big picture

24

• Within the context of personality typing, the
  important distinction is which method of
  gathering information do we trust the most? Do we
  rely on our five senses and want concrete,
  practical data to work with? Or do we trust our
  intuitions without necessarily building upon a
  solid foundation of facts?

25
Intuitive
Sensing
26
Sensing
27

Sensing
28
Sensing
29
This presentation

• Building better teams (Piloting the Rocket of
  Radical Innovation)
• Implications (A little change goes a long way)
• Summary

30
Value proposition for diversity

• Creating teams such that the total is greater
  that the sum of the individual components doing
  more with less its not about less people its
  about better teams
• Jung provided team-member metrics

31
Marginalizing Diversity The harder we try the
worse it gets
Fuzzy front end
Sensing
32
Diversity for the modern workforce

• Workforce of the future is defined in this room
• Starts with universities recruiting diversity for
  the freshman class to achieve diversity of
  thought, increase creativity and establish
  cultural robustness
• Think REVOLUTIONARY, not SURVIVAL or EVOLUTIONARY