Booklet

Understanding the Herrmann Whole Brain® model A Understanding the Herrmann Whole Brain® model A 

Discover the impact of your HBDI® thinking style preferences. 

Overlay your profile transparency on the cover of this booklet. 

Review how your preferences relate to the Brain® model. 

“Is this profile ‘me’, or how I would like to see myself?” 

Generally, how people see themselves is accurate and 

informative: it captures a point of view which can be invisible 

Upper Lef 

A QUADRANT 

Logical 

Quantitative 

Analytical 

Technical 

Factual 

Realistic 

Sensible 

Sequential 

Controlled 

Detailed 

Cerebral 

– 1 – 

VERY STRONG 

– 1 – 

STRONG 

– 2 – 

INTERMEDIATE 

–3– 

LOW 

My HBDI® Profile 

Understanding 

the Herrmann 

Whole Brain® 

model 

to others. Our research has shown that having a third party 

filling out an HBDI® gives imprecise results. While you might 

tilt your answers towards an idealised view of yourself, the 

HBDI® questions are framed to minimise this. Also, it is 

likely you would think it self–defeating to provide inaccurate 

information about yourself. 

Upper Right 

D QUADRANT 

Metaphoric 

Integrative 

Visual 

Synthesising 

Conceptual 

Metaphoric 

Feeling–based 

Emotional 

Musical 

Humanistic 

The background of the 

Herrmann Whole 

I — Introduction 

The human brain is one of the wonders of the world. It 

weighs only 1.4 kg (3 lbs) yet contains over 100 billion neurons. 

Each neuron has the possibility of connecting with 

10,000 adjoining neurons. This means that the total number 

of possible combinations in the brain, if written out, would 

be 1 followed by over 10.5 million zeros. 

The potential of the human brain is unlimited. 

In the last 40 years, knowledge of the brain has progressed 

further than it had in the previous twenty centuries, thanks 

to new technologies which allow us to see the brain in 

action: electroencephalography (EEG), positron emission 

tomography (PET), magnetic resonance imaging (MRI and 

fMRI) and more. 

The Herrmann Brain Dominance Instrument® (HBDI®) was 

developed from this knowledge. The HBDI® allows you to 

become aware of your thinking preferences in order to use 

them better in your personal and professional life. 

II — Right brain/Left brain 

In 1975, the brain research of Roger Sperry, began to 

reveal the dual specialisation of the brain. By observing 

patients who had their brain hemispheres separated by a 

procedure to sev- er the Corpus Callosum in an attempt to 

cure epilepsy, Sperry made a multitude of discoveries. For 

example, the left side of the brain, which controlled the right 

hand, appeared to have the function of logical, analytical, 

sequential and rational thinking. 

Conversely, the right hemisphere was shown to perceive 

the world and other people in a global mode, instantaneous, 

intuitive, visual, synthesising, emotional and expressive. It 

finds solutions through sudden and spontaneous intuition, 

leaving to the left hemisphere the job of proving them in a 

logical, analytical and scientific manner. 

The research shows that the left hemisphere breaks everything 

down into different elements; the right hemisphere, 

on the other hand, considers the global whole and searches 

systematically for connections, analogies and similarities. 

This has been demonstrated and observed again and 

again in laboratory tests, as well as in healthy subjects and 

patients with lesions in one or the other hemisphere. For 

example, a victim of damage to the right hemisphere won’t 

recognise people or streets in his hometown. Someone 

with damage to the left hemisphere will not be able to 

express himself easily and may have to begin relying on 

such elements as word and sentence intonation to regain 

language ability. 

Ned Herrmann studied this research and also included other 

findings about the limbic system, also a dual structure, 

buried deep inside the brain. The principal location for 

emotion and memory, this system directs our affective 

and interpersonal processes. Ned Herrmann synthesised 

this body of research into the four quadrant Whole Brain® 

model, a metaphor for how we think. 

Organised 

Conservative 

Expressive 

Sensory 

B QUADRANT 

Lower Left 

Instinctive 

C QUADRANT 

Lower RIght 

When I filled out the HBDI®, I wasn’t feeling 100%. Will that affect my profile? 

Mood does have a bearing on the overall size of the profile, but it seems to have very little effect on the shape or orientation. 

If you were feeling especially positive or expansive when completing the assessment, then you may have answered some 

questions with higher values, 

thus expanding your higher preference scores. Your least preferred quadrant will typically not shift with your mood. 

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Brain® model 

Those with more Left mode preferences would rather 

reason logically, study verified facts and adopt a systematic 

approach. They would tend to avoid fantasy, and resist 

going off on a tangent, preferring to remain focused, 

rational and rigorous. 

Right mode dominant people tend to enjoy new ideas 

and interpersonal involvement; they may communicate 

symbolically rather than by pure reason. They may think 

in pictures rather than words. Abstract concepts and 

hypothetical issues are interesting to the Right brain 

dominant person. 

By all evidence, these aspects of communication and 

perception are opposite, yet complimentary. 

Difference is the norm: the HBDI® profile data spans 81 

main preference codes or ‘families’ of profiles. The top 

10 profiles represent 78% of the population. Through the 

awareness achieved with the HBDI® profile data, you now 

can take into account how you can be more effective in 

a wide range of applications: communication, teams, 

problem solving, decision making, career development, 

management development, creativity, teaching and 

learning, and strategic planning. 

Upper Left Quadrant 

Logical, Analytical, 

Mathematical, 

Technical, Problem 

solving. 

Upper Right Quadrant 

Creative, Synthesising, 

Artistic, Holistic, 

Conceptual. 

Summary of key traits by quadrant 

Upper Left A 

Upper Right D 

SKILLS 

Analysis, Evaluation, Qualification, Technical, Financial, Feasibility studies, Critical 

assessment. 

SKILLS 

lnnovation, Vision, Lateral thinking, Synthesis, Holistic and Strategic thinking, Catalyst for 

change. 

STYLE 

Rational, Thorough, Precise, Logical, Authoritative. 

STYLE 

Exploring, Imaginative, Adventurous, Experimental, Artistic. 

Lower Left Quadrant 

Controlled, Detailed, 

Planning, Organisation, 

Administrative. 

Lower Right Quadrant 

Interpersonal, 

Emotional Musical, 

Spiritual, Expressive. 

Can appear 

Rigid, Ruthless, Cold and calculating, 

Short term, Limited by the need for proof/explanation. 

Can appear 

(Particularly from a diametrically opposed quadrant) 

Unfocussed, Impulsive, Rash, Oblivious of deadlines, 

Vague, Given to tangents. 

Each of us has access to all the above quadrants, but 

we clearly have preferences for some over others. Those 

preferences, based on the dominance of specialised 

thinking processes, form the basis of the Whole Brain® 

model, the foundation of the HBDI®. 

Applying Whole Brain® thinking through the HBDI® profile 

leads to a better understanding of the natural styles we 

use to process information. These styles impact our 

perception of the world as well as the way we approach 

problem solving, the effectiveness of our interaction with 

others and how we get things accomplished. 

Ongoing applications include leadership and management 

development programmes for global organisations that 

deliver results such as increased speed and effectiveness 

of communication, greater innovation, improved 

team processes and leveraging the possible return on 

intelligence of all con- tributors in the organisation. 

V — Taking different 

preferences into 

account 

The HBDI® allows participants to become conscious of 

their own mental preferences and thinking styles. This 

understanding allows individuals to be more at ease with 

themselves and more perceptive and effective with people 

who think differently. 

For example, Left mode dominant people may feel more 

at ease in a technical job, one that requires organisation, 

operational planning and administration. 

SKILLS 

Organisation, Implementation, Accuracy, Administration, Operational planning, Practical 

tasks, Completion. 

STYLE 

Careful, Methodical, Procedural, Reliable, Predictable, Disciplined, Detailed, ‘Doer’. 

VI — Two different ways to solve problems 

Everyone has their own particular way to face and solve 

everyday problems. Right mode dominant people 

proceed in a start and stop mode with periods of insight 

and incubation. They may take a step back and see the 

‘big picture’ with all the relationships between varying 

elements. They think and understand by metaphor or 

analogy by making connections between elements which 

at first glance seem remote and unrelated, things that 

would appear illogical to a Left brain dominant person. 

In contrast, the Left mode dominant person prefers a more 

methodical approach, step by step, beginning with detailed 

observation of the facts before continuing to form a judge- 

SKILLS 

Customer relations, Teaching/Training, Communication, Anticipating needs, Team 

awareness. 

STYLE 

Caring, Friendly, Sociable, Empathetic, Humanistic, Emotional. 

Can appear Can appear 

(Particularly from a diametrically opposed quadrant) 

Controlling, Nit picking, Bossy, Stuck in a rut, Boring. Overly sensitive, Un–businesslike, Sentimental, Too talkative. 

Lower Left B 

Lower Right C 

ment. This approach often appears sterile and boring to 

the Right mode dominant person who would have difficulty 

even playing along. 

The HBDI® can help individuals and teams understand 

how they prefer to approach problems. In a true–to–life 

way, their awareness is raised to demonstrate that their 

own way of thinking is not the only way, and that some 

approaches to problems require different types of thinking. 

Ned Herrmann insists, “Each person is unique; people 

interact spontaneously as a function of their thinking 

preferences.” 

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Upper Left 

Key Descriptors 

Upper Right 

Upper Left 

Upper Right 

Performance 

Financial 

Rotational 

Fantasy 

Spontaneous 

Pleasure 

Facts 

Analytical 

Doctors 

Engineers 

Quantitative 

Intellectual 

Technical 

Lawyers 

Bankers 

Performance 

Efficiency 

Function 

Value 

Typical Professions 

Typical Types 

Special interests 

Exploration 

Strategy 

Concept 

Fun 

Artists 

Organisational Dev. Consultants 

Visionary 

Risk Taking 

Open 

Strategists 

Entrepreneurs 

Aesthetics 

Risk 

Finance: 

Transactor, Banker, 

Stock Exchange 

Trader 

Cartographer, Geographer, 

Surveyor 

Military 

Medicine: 

Veterinary, Surgeon, 

Doctor, Ophthalmologist, 

Physiotherapist, 

Radiologist, Dentist 

Law: 

Lawyer, Magistrate, 

Jurist, Notary, 

Auctioneer, Bailiff 

Engineering: 

Aeronautics, 

Electronics, 

Telecommunications, 

Old, Data Processing 

Aviation: 

Technical, Pilot, 

Air Traffic Controller 

Research: 

Biologist, Chemist, 

Botanist 

Analyses 

Is logical 

Is critical 

Is realistic 

Knows about money 

Knows how things work 

Quantifies/Likes numbers 

Sales: 

Selesperson, 

Departamental 

Supervisor, 

Real Estate Agent, 

Medical Rap 

Infers 

Takes risks 

Is impetuous 

Bracks rules 

Like surprises 

Advertising 

Building: 

Architect, Designer, 

Decorator, 

Webmaster 

Marketing: 

Research, 

Product Manager 

Film Making: 

Actor, 

Editor 

Creation: 

Script Writer, 

Fashion Designer 

Arts: 

Painter, Sculptor, 

Musician 

Quality 

Security 

Reliability 

Production 

Love 

People 

Charity 

Communication 

Insurance: 

Insurance Broker 

Takes preventive action 

Establishes procedures 

Gets Things done 

Plans/Organises 

Is Reliable 

Is Neat 

Timely 

Is sensitive to others 

Likes to teach 

Touches a lot 

Is supportive 

Is expressive 

Talks a lot 

Feels 

Journalism: 

Journalist, 

Copy Reader, 

Designer 

Teaching: 

Teacher, 

University Professor 

Form 

Reliability 

Planners 

Bookkeepers 

Control 

Quantitative 

Intellectual 

Technical 

Administrators 

Organized 

Safekeeping 

Supervisors 

Teachers/Trainers 

Sales People 

Emotional 

Spiritual 

Personable 

Musical 

Helpful 

Musicians 

Social Workers 

Feeling 

Satisfaction 

People 

Secretary, 

Personal Assistant 

Accountancy: 

Chartered Accountant, 

Book-Keeper, 

Organisational Manager, 

Economist 

Civil servant: 

Tax Inspector, 

Administrator, 

Factory Inspector 

Security: 

Fireman, Policeman, 

Inspector 

Tourism: 

Flight Attendant, 

Tourist Guide, 

Receptionist, 

Translator / Interpreter, 

Tourist Information 

Center Manager 

Person Responsible 

For Public Relations 

Medical: 

Pediatric Nurse, Dietician, 

Nurse, Midwife, 

Speech Therapist, 

Psychomotor Therapist 

Human Resources: 

Trainer, 

HR Manager 

Psychology: 

Psychologist, 

Career Counsellor 

Social Worker: 

Sociocultural Leader, 

Educator, 

Family Adviser 

Lower Left 

VII — Preferences and team effectiveness 

Lower Right 

Lower Left 

VIII — Improving communication 

Lower Right 

The distinctions between scientists and artists, engineers 

and sales people are as old as the human race. Statistical 

studies of HBDI® profiles have identified typical profiles 

for different careers, fields and job descriptions. A study of 

hospital personnel revealed preference differences among 

the varying jobs: Specialists (A quadrant); Administrators 

(B quadrant); Nurses (C quadrant); Psychiatrists (D 

quadrant). Is it any wonder that sometimes there might be 

tension in the hospital environment? 

HBDI® research has also demonstrated that directors and 

CEOs are most often multi–dominant — even with three 

or four dominant quadrants, as opposed to single or dual 

dominant specialists. 

An individual’s work approach can certainly be linked to 

their mental preferences. A team will work more effectively 

if the individual members appreciate the differences in 

their thinking styles. In fact, thinking diversity will also lead 

to more creative outcomes. Research using the HBDI® 

Team profile has shown that team effectiveness can be up 

to 66% greater in diverse teams. 

All of us communicate. Effective communicators who 

understand thinking styles will tailor their presentation 

to fit their audience while being sure to communicate key 

points in all four quadrants. For a group of engineers or 

technicians you might cite plenty of facts and figures, and 

emphasise logic and methodology showing the potential 

results of practical application. To a group of artists, 

teachers, or sales people, you would most likely emphasise 

innovative aspects and point out ways to improve 

communication and instruction. Which presentation 

appeals to you the most? Doesn’t your answer reflect your 

thinking style? 

Communication is easiest between people who have 

similar preferences. They ‘speak the same language’. 

Communication is quite easy when people share 

preferences in the same mode, Left (A and B) or Right (C 

and D). 

When people share preferences in the Upper (A and D) or 

Lower (B and C) mode, they may find common ground for 

communication. Most challenging may be communication 

between those who have preferences in diametrically 

opposing quadrants. 

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IX — Inside each of the four quadrants 

B Quadrant: Organise 

The following model and paragraphs explain the 

characteristics of each quadrant, shown as clusters of 

preferred tasks, and style of functioning within each 

quadrant. A preference for a quadrant indicates an 

inclination for some or many of the clusters of tasks in that 

mode. This helps explain how two 

Upper 

Left 

A 

Intellectual 

Thinking 

Logical 

Analytical 

Problem solving 

Test & prove 

Knows how 

Things work 

Factual 

Critical 

Rational 

Realistic 

Rigorous thinking 

Knows the basis of 

things 

people with similar preferences can be different in the 

specifics of that preference. Keep in mind that you may 

only A prefer one cluster in a quadrant while another 

individual with a preference for that quadrant may prefer a 

different cluster or clusters. 

Original 

Imaginative 

Innovative 

Creative 

Curious 

Artistic 

Artistic 

Spatial 

Visual 

Integrating 

Synthesising 

Holistic 

Intuitive 

(solutions) 

Playful 

Breaks rules 

Risk taking 

Original 

Upper 

Right 

D 

This quadrant likes structure in a practical and procedural 

sense. A primary preference here would suggest you 

have a natural inclination towards organisation, reliability, 

efficiency, order, and/or discipline. Tasks might frequently 

be prioritised; you would tackle them in a systematic 

and sequential manner and complete them; time is often 

managed effectively. This quadrant is mindful of logistical 

constraints and is methodical and attentive to detail. Skills 

of this quadrant include operational planning and the 

implementation of projects. 

Equally, administration and maintenance are smoothly 

handled. B quadrant preferences may suggest you 

dislike chaos and confusion and have considerable skill 

and satisfaction in making order out of such a situation. 

Characteristics are caution, control, and conservatism. 

The degree to which ‘B’ quadrant tendencies are apparent 

will be affected by the ‘D’ quadrant score; a low primary 

or high secondary preference in ‘D’ would tend to have a 

balancing influence. Clusters in this quadrant may include 

safekeeping for one individual vs. timelines for another. 

Which clusters best describe you? 

Technical 

Financial 

Numerical 

Quantitative 

Mathematical 

Knows about 

Money 

Simultaneous 

Impetuous 

Like surprises 

Conceptual 

Metaphorical 

Intuitive 

(Solutions) 

Strategic 

Future oriented 

Imaginative 

C Quadrant: Personalise 

B 

Lower 

Left 

Conservative 

Traditional 

Controlled 

Dominant 

Safekeeping 

On time 

Organized 

Reliable 

Detailed 

Speaker 

Reader 

Linear 

Sequential 

Step by step 

Procedural 

Implementation 

Gets things done 

Organized 

Planning 

Administrative 

Preventive 

Neat 

Interpersonal 

Friendly 

Intuitive (people) 

Sensitive to others 

People oriented 

Supportive 

Empathetic 

Emotional 

Feeling 

Symbolic 

Intuitive 

(people) 

Spiritual 

Talker 

Teaching/Training 

Communicator 

Expressing 

Musical 

Writer 

Reader 

C 

Lower 

Right 

A primary preference in this quadrant would suggest you are 

naturally in tune with and sensitive to other’s needs, mood, 

attitudes, atmosphere, or energy level. There is usually an 

attraction to people–related tasks plus an ability to relate 

to others and express yourself easily. Characteristics may 

include good interpersonal skills with an awareness of 

the feelings of others, ease of communication, and often 

skills in teaching/training facilitation or group leadership. 

‘Sensory intuition’, in the form of gut feelings or hunches, 

D Quadrant: Strategise 

may be given credence. Spiritual awareness and musical 

interest are largely ‘C’ quadrant features. 

People with preferences in this quadrant may be emotional 

and highly sensitive. For some, spiritual aspects represent 

a significant ‘cluster’ for this quadrant. For others, 

interpersonal aspects play a key role. Which clusters 

represent your preferences in this quadrant? 

A Quadrant: Analyse 

This quadrant prefers a cognitive and rational approach. 

When using this thinking style, you would be likely to 

approach problem solving in a logical manner and to take 

account of facts, figures, statistics, and other tangibles. 

You would prefer conclusions that are backed up by 

supporting data or by examples of precedent. You would 

like approaches that reduce the complex to the simple, 

the unclear to clear, and the cumbersome to the efficient. 

Your critical evaluation of ideas occurs in this quadrant; 

decisions or judgments are explained and justified by A 

quadrant thinking. 

This style is logical, analytical and rational; it is engaged in 

feasibility studies, critical assessments, and any task that 

requires rigorous and focused research. Financial, mathematical, 

and technical matters are included in this mode. 

One individual may prefer rational, logical approaches, 

while another may be mathematical and quantitative. 

Which clusters do you prefer? 

With a D quadrant preference you can usually handle several 

mental inputs simultaneously, make rapid connections 

and feel comfortable with abstract concepts. 

An initially holistic approach to problem solving may be 

preferred; various facets are assessed simultaneously, 

‘mental jigsaws’ are made and conclusions are reached 

in a spontaneous rather than a studied manner. Such 

operating could be called intuitive in an intellectual sense. 

Lateral thinking takes place in this mode and inspires 

imaginative, innovative and original ideas. 

This quadrant could be described as the catalyst for the 

creative process. Strategic thinking is an activity that 

draws heavily on D quadrant thinking. In this mode you 

welcome positive change (particularly when occurring 

with a considerably lower ‘B’ score) and may have an 

inclination towards adventure, experimentation, and risk. 

This quadrant often thrives on the excitement of new ideas, 

variety, incongruities, and possibilities. The risk–taking 

aspects of this mode may be in contrast to or balanced 

by the B quadrant safe–keeping modes. Some prefer the 

‘artistic’ cluster while others might select ‘metaphorical’. 

Which clusters represent your D quadrant thinking? 

Page - 8 Page - 9

Understanding the Herrmann Whole Brain® model B Understanding the Herrmann Whole Brain® model B 

Reading your 

HBDI® profile 

step by step 

Preference code 

This consists of four numbers placed in order 

of the quadrants: ABCD. The terms ‘Primary, 

Secondary, and Tertiary’ are used to designate 

the 1 (prefer), 2 (use), 3 (use least) zones of the 

profile grid. Please refer to chapter C to read 

more about your code. 

Reading your HBDI® profile step by step 

You have just received your HBDI® profile. 

You now want to understand the significance of 

the results. You want to learn how to apply the 

results. 

This chapter was created to get you started. 

Profile Scores and Preferences Codes 

> 1 or Primary (score of 67 or above): In a given quadrant, 

a primary indicates a distinct preference for the type of 

activities relevant to that quadrant. Every profile will have at 

least one primary score, but could have as many as four. 

A result above 100 represents a very strong preference, often 

easily recognised by other people. Scores may go above 133, 

outside the boundary of the grid, and represent very strong 

preferences. 

> 2 or Secondary (score of 34–66 inclusive): A secondary in 

your profile indicates thinking modes that are comfortable 

and available as necessary with relative ease. It is still 

A QUADRANT 

TO UNDERSTAND 

‘WHAT?’ 

My learning 

profile 

a preference, but clearly secondary to your primary (or 

primaries). 

> 3 or Tertiary (scores less than 34): A tertiary preference 

indicates a lack of interest in that mode of thinking and 

for some people even an avoidance. This means that the 

modes of a tertiary quadrant will, although available to 

you, be those you will least likely use or with which you are 

least comfortable. A tertiary will reinforce (by the absence 

of preference) the other strong preferences in the profile, 

especially when a primary preference is situated diagonally 

opposite it (A–C or B–D). 

D QUADRANT 

TO DISCOVER 

‘WHY?’ 

Different ways to look 

at your HBDI® profile 

results 

The Visual Profile found on your 

transparency is a good place to start. 

It is a graphic displaying 4 diagonal 

axes, where the data plots of your 

four profile scores have been placed, 

based on your responses to the 

HBDI® Survey Form. It is a visual 

representation which synthesises 

your responses into a global Visual 

Profile. At the top of your Visual 

Profile, you will find your preference 

code, adjective pairs and profile 

scores for your easy reference. 

Another way to look at your data is the 

Data Summary sheet which shows 

how your profile score for each 

quadrant is determined. The purpose 

of this sheet is to remind you of your 

responses to many of the questions on 

the HBDI® Survey Form and to clarify 

which elements in each quadrant 

you prefer. It is a representation of 

your profile using a sequential, linear, 

detailed and quantified mode format. 

TO APPLY 

‘HOW?’ 

B QUADRANT 

TO LIVE AND 

FEEL ‘WHO?’ 

C QUADRANT 

Dotted line profile: It indicates where your thinking shifts in pressured situations. 

It is the result of the forced choice pairings on the HBDI® survey where you were asked to select one of two adjectives most 

like you. 

Page - 10 Page - 11


a detailed guide to the results 

I — The Visual Profile 

To create the graphic representation of your profile, we 

used the profile scores which appear on the first line of the 

Data Summary sheet. These values are placed along the 

diagonal axes. The four totals are read in the order ABCD, 

starting in the upper Left and going counter-clockwise. 

This order is also used to describe a group or family of 

Preference Codes which can be found in the C booklet. 

The four different modes 

II — The Data Summary sheet and 

Explanation page 

Your package includes a Data Summary sheet and 

explanation page. The explanation page describes, in 

descending order of preference, your selections in each 

quadrant. The Data Summary shows how your profile scores 

for each quadrant are determined. This sheet consists of 

a table of four colour columns sorting your responses into 

the four quadrants and a set of self- placement scales in 

black and white. The purpose of this sheet is to remind you 

of your responses to many of the questions on the 

Profile scores: the basis of your profile 

HBDI® Survey Form and to clarify which specific element 

selected in each quadrant you prefer. This is particularly 

useful should you wish to compare or contrast your data to 

that of others. The four columns represent the quadrants 

from left to right ABCD: 

> The A (blue) and B (green) columns correspond to the 

Left brain mode. 

> The C (red) and D (yellow) columns correspond to the 

Right brain mode. 

SAMPLE 

SAMPLE 

The Visual Profile graphic 

Your thinking preferences are 

measured not only by the four 

quadrants, but also by four modes 

combining the mental processes of 2 

adjoining quadrants; Left (A+B), Right 

(C+D), Upper (A+D) and Lower (B+C). 

100% is split between Upper and 

Lower to show the degree of tilt toward 

that mode. The Left and Right modes 

also have 100% representatively split 

between them. 

> The Upper Mode, combining 

quadrants A and D, is more cognitive 

and intellectual, preferring thinking 

in abstract, conceptual modes. 

Compare to the Lower mode. 

> The Left Mode, combining the A and 

B quadrants prefers concise, efficient 

processes with realistic, disciplined 

and orderly approaches. Compare to 

the Right mode. 

> The Right Mode, combining the 

C and D quadrants, includes key 

mental processes such as intuitive 

and perceptive thinking, as well 

as idealistic, expressive and open 

approaches. Compare to the Left 

mode. 

> The Lower Mode, combining the 

B and C quadrants is grounded and 

emotional in nature. This mode often 

prefers visceral, ‘gut’ and concrete 

approaches. Compare to the Upper 

mode. 

This line shows the total score for each quadrant A, B, C and D. These figures are used to plot the graphic on the profile 

overlay. 

Adjective pairs 

The adjective pair data comes from the forced choice 

pairings section on the HBDI®. By forcing you to choose 

between two different terms, this section typically reveals 

the thinking style distribution that is most instinctive for 

you. This distribution may or may not be the same as your 

overall preferences. Your adjective pair data helps indicate 

your inner or ‘back up’ style of preferred thinking. The 

highest score typically reveals the thinking styles favored 

in ‘pressured’ situations, which may vary from your ‘day 

Key descriptors: a general view of self 

This section is a simple transcription of the choices you 

made in the Key Descriptors section of the HBDI® Survey 

Form (questions 26–50). An X appears next to your 

selections in the columns relating to the quadrant to which 

they belong. 

The asterisk (*) denotes the key word you chose as being 

SAMPLE 

to day’ preferences. Differences between adjective pairs 

and your overall profile sometimes indicate that you are 

undergoing a change in preferences in part of your life. 

Preferences suggested by the adjective pairs may be 

more visible to others than your overall profile and under 

pressure situations you may react more in keeping with the 

adjective pair indications. There are 24 pairs, and therefore, 

24 points distributed between the four quadrants. 

SAMPLE 

the most descriptive of the 8 you selected from the 25 

provided. Look over the distribution of your selections. Do 

they cluster in certain quadrants or are they distributed 

across all four? Is the distribution consistent with your 

overall profile scores? 

Page - 12 Page - 13


Work Elements: your work self 

Energy Level and Motion Sickness 

SAMPLE 

SAMPLE 

When completing this section of the HBDI® Survey Form 

(questions 10–25) you were asked to rank order the Work 

Elements from 1 (work you do least well) to 5 (work you 

do best). Your rankings are shown, sorted into the four 

quadrant display. Your work preferences show thinking 

styles that are most accessed in a work environment. 

This is often influenced by the training, assignments, 

opportunities and challenges your work experiences have 

provided. 

Note your selections. Where do the higher rankings (4’s and 

5’s) appear? Check for clusters of preferences in certain 

quadrants and lack of preferences in others. Now compare 

this section with your Key Descriptors section. Are they 

similar or different? Your data may reveal situational 

work preferences which have developed that are perhaps 

somewhat different from your overall more general Key 

Descriptor preferences. 

Adolescent education, educational focus, occupation and hobbies: other 

aspects of self 

SAMPLE 

This information corresponds to the questions about day/ 

night time energy and about motion sickness (questions 

73–75). Energy Level: In very general terms, people who 

are Left mode dominant are frequently more morning or 

day oriented and people who are Right mode dominant 

are frequently more night oriented. However this can be 

greatly influenced by life circumstances. This information 

can give a clue to preference by observation and is 

useful in deciding when to schedule meetings, tasks and 

group activities. From your own perspec- tive, an idea of 

when you are likely to be most mentally alert shows the 

optimum time of day to pursue activities which are most 

mentally challenging. Motion Sickness: An area of ongoing 

Introvert/Extrovert 

research, a person’s sense of balance is maintained with 

information from two biological sources, the eye and the 

inner ear. Motion sickness occurs when input from these 

two sources conflict. Left mode people often have the 

ability to deal with facts and information sequentially and 

thus may have the inner control to make an ‘executive 

decision’ to either go with the information from the eye or 

the ear but not both at once. Right mode people often have 

a large tolerance for ambiguity and tend to take note of 

both inputs and may end up nauseous as a result. However, 

the above is a tendency and there are many exceptions to 

the trend. 

SAMPLE 

An indicator of an earlier, often influential time of your life, 

ranking school subjects can indicate an early orientation 

toward maths, foreign language or native language, and 

through that orientation a possible inclination toward associated 

thinking styles. Additional clues are provided about 

the tilt of your mental preferences through understanding 

preferred subjects in school, education and occupational 

choices and how you spend your leisure time. The data 

Hand Dominance 

has been consolidated, sorted into quadrants and grouped 

together B for comparative purposes. A bar chart indicates 

the distribution of preferences for each of the above 

categories. The longer the bar, the greater the preference 

for that quadrant. If no bar appears in a quadrant, there 

was no significant data in that quadrant in response to 

your selections.v 

SAMPLE 

Your self–placement in the introvert/extrovert scale on 

the assessment is replicated on the report. In very general 

terms, introverts tend to be more Left mode oriented and 

A Quadrant 

Introvert: Quiet, serious, very focused 

Extrovert: Debater, often funny, driven 

B Quadrant 

Introvert: Controlled, always ‘doing,’ often keeps to self 

Extrovert: Dominant, organiser of events and people 

extroverts more Right mode oriented. However, each 

quadrant may have its own continuum of introvert to 

extrovert, and thus its own interpretation and impact. 

D Quadrant 

Introvert: Off in ‘own world’, does own thing, loner 

Extrovert: Constant flow of ideas, loves to experiment 

with others, have fun 

C Quadrant 

Introvert: Expressive through writing or 

non–verbals, caring in a quiet way 

Extrovert: Talkative, interested in bringing 

people together, sharing 

Preference does not equal competency 

Hand dominance is readily recognised. Most of us 

consider ourselves either left or right handed. Handedness 

provides a simple example of the body’s tendency towards 

dominance in paired structures. Analysis of our data 

indicates a slight connection between left handedness 

and Right brain dominance and between right handedness 

and Left brain dominance. Therefore we are continuing to 

gather data for further research. You were asked (questions 

5 and 6) to choose the diagram which corresponded most 

closely to the way you hold your pen and this provides 

another interesting research opportunity. Handwriting has 

a connection to language processing — a powerful mental 

process. 

Remember that your profile is not ‘good’ or ‘bad’, ‘right’ or 

‘wrong’. It is just a representation of your preferred thinking 

approach. The concept of dominance is often evident with 

any paired structures in the human body. In most cases 

we naturally choose to use a certain hand, foot, or eye 

in preference to the other and then reinforce this with 

continued and habitual use. This does not, of course, reflect 

less potential for effective use of the other. The same 

pattern frequently emerges with a dominant thinking style. 

A preference or dominance does not indicate competence. 

Although there is a link — the two terms represent two 

distinct ideas. We often have competencies in areas of 

lesser preference. Our preferences present those thinking 

styles that provide the greatest satisfaction, those that 

make our ‘heart sing’. Our competencies are skills that 

allow us to perform and get things done. 

Page - 14 Page - 15


III — Making sense of your personal HBDI® 

profile: FAQs 

1. Is there an ideal profile? 

Yes. Yours! One of the most appreciated aspects of the 

HBDI® is that it shows us you can be ‘great’ whatever your 

profile. People often think that being ‘Whole Brained’ would 

be ideal but, like any profile, this may be felt to have its 

disadvantages as well as its advantages. The HBDI® is a 

tool provided to encourage us to understand our strengths 

and blind spots, preferences and avoidances. We can 

then, if desired, find strategies to learn competencies 

in those areas of lesser preferences. By doing this we 

widen our scope for using different approaches without 

compromising our preferences. 

4. ‘This person is highly ‘competent’ in Left brain activities.’ 

Profiles indicate preferences not competencies. The two 

must be kept distinct. A person may very well have skills 

in a given quadrant and yet still only be doing a type 

of work out of necessity rather than by choice. Some 

people would love to sing but are unable to carry a tune. 

To prefer something is to be drawn to it, to have a taste 

for it. Competency has to do with acquired knowledge 

and professional experience. Just because, for example, 

a person has Left brain preferences doesn’t automatically 

mean they are going to be a master accountant, especially 

if they have never studied or trained in the profession! 

motivation, preferences are unlikely to change quickly. 

However if you do indeed wish to develop new preferences, 

Herrmann’s advice is to start the process in your private 

life first rather than in the workplace, for example in free 

time activities or other hobbies. This private approach 

always entails fewer risks of consequences for mistakes 

made, and generally allows more freedom of choice. For 

example if you want to develop approaches that are more 

C quadrant oriented, you might decide to purchase season 

tickets to a concert series, or take yoga classes. Conversely, 

if you want to develop greater comfort with the 

A quadrant you might enroll in a course on how to invest 

in the stock market, or get more interested in computers. 

In the ‘Activities and Hobbies’ table located in the D 

chapter, you will find a wide range of activities you might 

consider when seeking to become more comfortable with 

a particular preference. Pick one, stick with it and you are 

bound to succeed. 

2. ‘My profile is good, his profile is bad...’ 

Absolutely not. Profiles are never good or bad. Your profile 

is just a static representation of your thinking preferences 

at a specific point in time, which always have to be 

viewed within your current context in order to be properly 

understood. There is no such thing as a good or bad 

preference, there are only preferences that are more or less 

suited to your situation, profession and activities. If your 

preferences match well with the work you are doing and 

hope to do, then it is likely that you are feeling good and 

succeeding. On the other hand, if your preferences seem 

disconnected or unrelated to your current activities, you 

may not feel at ease and could have a hard time devoting 

3. ‘I have Right brain tendencies, I am very 

Right brained, etc’. 

These expressions are not helpful because they tend to be 

misleading. Preferences are not something we possess 

like things. A preference is not something that determines 

every aspect of who we are and which is not subject to 

change. In fact it is more correct to say for example “I prefer 

to function using my Right brain preferences”, because 

preferences are about modes of mental functioning, ways 

of grasping or perceiving the world, of reacting to it through 

specific behaviours.may not feel at ease and could have a 

hard time devoting 

yourself and being as successful as you desire to be. 

It is up to you to work on aligning your preferences with 

your activities, studies, career and life (see paragraph 7). 

Necessity may be the mother of professional competency, 

but true mastery in a specific domain can only be achieved 

in those areas that converge with our preferences as well. 

Thus in practice, there arises a certain correlation between 

preferences and competencies, but only because people 

tend to succeed the most when doing what they love the 

most. Having a taste for something tends to make us more 

motivated to become skilled at it, which then reinforces our 

taste for it, and so on, in a positive feedback loop that is 

generated whenever a person truly acquires a new skill. 

5. ‘This person has pronounced Right brain preference, 

therefore he must be creative’. 

Wrong! Never reduce a quadrant to just one of its component 

parts: each quadrant has several characteristics. Always 

double- check in the Data Summary sheet whether a 

specific attribute is truly preferred, rather than assuming 

it is, when only looking at the overall view. A person may 

be dominant in A quadrant and yet still be weak in maths, 

simply because they lacked the opportunity to pursue 

their studies in this domain. Indeed it is highly likely they 

would succeed in it if they decided to truly put the time in, 

precisely because these kinds of studies suit their thinking 

preferences. 

6. ‘Can my profile change?’ 

Yes. Longitudinal studies of thousands of HBDI® 

participants indicate that change can take place if there 

is a reason for it. Change seems to take place over a long 

period of time with an individual’s desire and willingness 

to change, or with a change in their life’s circumstances, 

or as a result of a significant emotional event. However, if 

nothing has happened to the individual and they continue 

to do the same things in the same way, then the profile will 

remain stable. 

7. ‘How do we actually develop new preferences 

in practice?’ 

The object of the HBDI® profile is not to change preferences, 

but rather to be more effective, accept the consequences 

of our preferences and not become their ‘prisoner’. Our 

preferences can’t be changed just because it might seem 

like a nice idea. Situational change is preferable in order to 

achieve new personal or professional objectives, when we 

have begun to view our current preferences as incoherent 

with our activities or life-goals. Without this kind of 

8. ‘Is the 1111 profile the most desirable profile to have?’ 

Definitely not for everyone. The most ‘desirable profile’ 

is the profile that truly matches your goals in life and the 

professional activities you are pursuing (see the answer to 

Question 1). 

9. ‘Are there any 2222 or 3333 profiles?’ 

No, everyone has at least one primary (1) in their profile. 

10. ‘I am very strong in one quadrant, but not all 

of the descriptors describe me. Why?’ 

Each quadrant is made up of ‘clusters’ of specialised 

thinking. You may prefer one set of clusters over another, 

and having a preference for a quadrant does not mean you 

will prefer all of the clusters in that quadrant. 

Page - 16 Page - 17

Understanding the Herrmann Whole Brain® model C Understanding the Herrmann Whole Brain® model C 

Important : Competence and preference are two different 

things. The HBDI® measures your preferences. Knowledge 

of your preferred thinking styles illuminates what degree 

of satisfaction or comfort you may have on the job when 

you encounter: a work challenge, a learning situation, a 

challenging interpersonal or communication situation. 

Superimpose your HBDI® profile overlay on this page and 

compare its orientation with different groups of professions. 

Technical 

Scientific 

Troubleshooting 

How does 

your HBDI® 

profile impact 

your work and 

compare to 

others? 

Consider your interests and successes in your professional 

and personal life. Where would you place your co–workers and 

family? How are their preferences similar or different from 

yours? 

Our statistics have shown a strong correlation between job 

satisfaction and how well a job matches one’s profile. We 

have a tendency to orient ourselves toward professions which 

attract us and bring us satisfaction. 

Artistic 

Developmental 

How does your profile compare to others? 

Principal profile groupings 

General profile information 

One of the best ways to understand the uniqueness of your 

profile is through understanding the general attributes 

of your profile group or ‘family’ and comparing it with 

others. This chapter contains descriptions of the 40 most 

frequently occurring profiles. 

Each profile consists of four numbers: a four-digit 

preference code, identified using the following order: A, B, 

C, D. For example 1 2 2 1. 

Remember within each quadrant: 

1. Corresponds to a strong preference (a score of 67 or above). 

2. Corresponds to an intermediate preference or thinking that 

is comfortable and available as needed (a score of 34–66). 

3. Indicates a low preference or a lack of interest and for some 

even an avoidance (a score of 33 or below). 

Example: 2 3 1 1 indicates an intermediate preference 

(use) in the A quadrant, a low preference (use least) in the B 

quadrant and a strong preference 

(prefer) in the C and D quadrants. 

Frequency of typical profiles 

Two facts are clear from the studies of over one million profiles 

studied across the world in the Herrmann International 

database. 

1. The aggregate total of all profiles results in a 1 1 1 1 profile. 

This will be true of most groups of at least 100 profiles. This 

means that the world is a composite ‘Whole Brain’. 

2. When you compare averages of a given profession, to an 

individual in that profession, you see strong correlation. 

Although this is generally true, exceptions do occur. 

The chart below shows the percentage of profiles that have 

single, double, triple or quadruple dominance: 

Triple dominance: 34 % 

Quadruple dominance: 3 % 

Single dominance: 5% 

Financial 

Entrepreneurial 

Double dominance: 58 % 

Legal 

Accounting 

Supervisory 

Preferences 

at work 

Strategic 

Expressive 

Educational 

These numbers alone can answer the question: “Is my 

profile rare or common?” 

This section provides brief general descriptions of 

profile groups or families with typical problem solving, 

communication and decision making approaches for 

each. 

Administrative 

Implementing 

Social/Helping 

Supportive 

They are grouped as above: 

> single dominant profile: page 19 (one 1) 

> double dominant profile: page 23 (two 1’s) 

> triple dominant profile: page 31 (three 1’s) 

> quadruple dominant profile: page 34 (four 1’s) 

Customer service 

Page - 18 Page - 19

Understanding the Herrmann Whole Brain® model C Understanding the Herrmann Whole Brain® model C 

I — Single Dominant Profiles 

This group of profiles has only one primary and represents 

only 5% of the population surveyed. Instances of primary 

preferences occur across all of the four quadrants. 

One advantage of having a single dominant profile is that 

there is relatively little internal conflict. Perceptions and 

decision making tend to be predictable, coherent and 

comfortable. The single dominant person tends to see the 

world through a consistent set of lenses. 

II — Double Dominant Profiles 

1. Left or Right 

A 

B 

Double dominant Left or Right profiles experience an 

internal integrated coherence between the two primary 

quadrants. In both Left and Right double dominant profiles, 

the two quadrants tend to reinforce each other. The logical, 

rational processes of the A quadrant reinforce the structural 

and procedural qualities of the B quadrant. Likewise, 

the visual imaginative approaches of the D quadrant are 

supported by the expressive, sensory elements of the 

C quadrant. As opposing modes, double dominant Left 

This group of profiles has only one primary and represents 

only 5% of the population surveyed. Instances of primary 

preferences occur across all of the four quadrants. 

One advantage of having a single dominant profile is that 

there is relatively little internal conflict. Perceptions and 

decision making tend to be predictable, coherent and 

comfortable. The single dominant person tends to see the 

world through a consistent set of lenses. 

D 

C 

might perceive their Right counterpart as unrealistic and 

unfocused. The double dominant Right might see their Left 

counterpart as controlling and pedestrian. In both cases, 

these individuals will benefit from a greater appreciation 

of their mental opposites, not only to improve their 

communication and relationships, but also to appreciate 

mental processes very different than their own, allowing 

them to more effectively ‘cross the bridge’ between these 

very different styles. 

2. Double Dominant Profiles — Upper and Lower 

Both the Upper and Lower dominant families of profiles 

unite distinct thinking processes in a synergistic 

interchange. The Upper mode, A + D may, for example, 

be as comfortable with facts, data and theory (A) as with 

conceptual frameworks and intuitive insights (D). This 

results in a cognitive, intellectual approach. The Lower 

mode, B + C, brings together a strong sense of detail and 

structure (B) with a sensitive, emotional awareness of 

3. Double dominant profiles — Diagonal 

This diamond shaped family of profiles cross the diagonals 

from either B to D or A to C. There is an inherent internal 

contrast of preferences within these profiles. The 

contrast is both Left vs Right and Upper vs Lower. This 

can translate into a sense of conflict, both internally and 

when interacting with others. For example: Ideas (D) vs. 

Action (B), Safekeeping (B) vs. Risk taking (D), Facts (A) 

vs. Feelings (C), People considerations (C) vs. Financial 

considerations (A). 

This contrast is often described by these individuals as a 

pull between two very different, sometimes contradicting 

thinking processes. Ideally, they are able to integrate and 

balance out these two different perspectives as they make 

decisions. How- ever under less ideal circumstances there 

may be a tendency to vacillate, or at worst, feel paralysed 

between both. 

It is worth noting that no direct connection exists in the 

brain to link the Upper Left mode with the Lower Right 

III — Triple Dominant Profiles 

The triple dominant profile represents 34% of the database. 

Within that total, 2111, 1121 and 1112 are the most frequent, 

representing 81% of the triple dominant profiles. 

This group has access to a certain thinking flexibility that 

comes from the multi-dominant nature of their thinking 

process. This allows the individuals to move through their 

three dominant modes somewhat seamlessly, looking at 

all of the perspectives before making a decision. Such 

multiple preferences also facilitate interaction with others. 

Due to the triple nature of their preferences, they are likely 

to share at least one preference with those with whom they 

interact. 

IV — Quadruple Dominant Profile 

The 1 1 1 1 profile expresses primary level preferences for 

every one of the four quadrants and is sometimes referred 

to as ‘whole brained’. 

Perhaps surprisingly to some, these profiles occur less 

than 3% of the time. They offer an enormous potential for 

a highly integrated, varied thinking processes. This can 

translate into an ability to move seamlessly from quadrant 

to quadrant and mode to mode as the situation requires. 

Often able to understand all the thinking perspectives, 

these individuals have the potential to function quite 

effectively in group situations 

feelings and people (C). This results in a visceral, grounded 

approach. On the other hand, both Upper and Lower 

modes can experience a sense of two distinct mental 

perspectives as they look at the world. These individuals 

have an opportunity to learn when to apply particular 

thinking processes appropriately to different situations, 

allowing them to maximise the effectiveness of their 

mental processes. 

mode or the Upper Right mode with the Lower Left mode. 

In both the model and the actual brain, all iteration between 

these two modes must go through another brain structure 

or quadrant first. 

A good way to integrate diagonally opposed preferences 

is to enhance abilities in one of the other two quadrants. 

These quadrants can play the role of relay station to 

facilitate thinking processes. 

On the plus side, the person who learns to integrate his 

functioning has an enormously powerful combination of 

abilities. An entrepreneur, for example with a 2 1 2 1 profile, 

can envision the business as it can be and do the detailed 

work required to get it there. A financial person with a 1 

2 1 2 profile has not only the A quadrant necessary for 

determining the best financial arrangements, but also the 

C quadrant which gives him the interpersonal ability to 

package and present his services effectively on a face– 

to–face basis. 

On the other hand, this multiplicity of preference can 

slow down the decision-making process due to the need 

to really check out all the alternatives available. Another 

potential challenge may be the multitude of options these 

preferences provide, as career decisions or education 

choices need to be made. Identifying the strongest 

preference among the three comes with time and a 

willingness to go with a lead quadrant long enough to 

be able to evaluate the experience effectively. Often the 

opportunities that present themselves first are the ones 

pursued. 

which require situational flexibility such as management 

or mediation (with appropriate training). They will interact 

easily with many different types of profiles. Like other 

profile families that display multiple preferences, these 

individuals are faced with certain challenges associated 

with the multiplicity of their preferences. Internal conflicts 

can occur, as well as a sense of indecisiveness or unclear 

focus. As with triple dominant profiles, establishing a lead 

quadrant helps provide direction. The overall tilt of their 

thinking preferences will be influenced by their highest 

profile quadrant or quadrants. 

Page - 20 Page - 21

Understanding the Herrmann Whole Brain® model D Understanding the Herrmann Whole Brain® model D 

The coalition of our different thinking processes 

Remember that you use each of the four quadrants at different 

times and in different ways. 

The most preferred styles seem natural and accessible to you, 

but they never 

Exploring your 

HBDI® profile 

Ideas and 

exercises 

function independently of the others. Secondary preferences 

are ‘comfort zones’, more ‘operational’, and tertiary 

preferences often require more effort. Keep in mind that all 

thinking preferences function as an integrated system, all part 

of your complex mental processes. 

Exploring implications 

You have just become aware of your HBDI® profile. Your curiosity 

is now satisfied. 

This next step is the most important. 

The real objective of the HBDI® profile is to help you achieve 

better results by exploring how you 

can be most effective and what development options you might 

wish to pursue to get there. 

The following exercises were designed to help you reach that 

objective. Take a few moments to relax 

and work through the following exercises. It represents an 

essential application step and will be time well spent. 

A voyage through your profile 

At this point, you should have reviewed your Visual Profile, 

Data Summary, explanation page and read the description 

of your ‘profile’ in chapter C (red) ‘How does your HBDI® 

profile compare to others?’, giving you a general description 

of your preference code and how it impacts your problem 

solving, decision making and communication approaches. 

The next step is to synthesise and personalise all of the 

information you have received. This will help you become 

more self aware and decide on actions you can take to 

broaden and expand the range of your thinking approaches. 

Note: these exercises are only guides; feel free to make 

your own inspired reflections. 

Exercise 1: HBDI® profile 

Describe a typical daily behaviour that illustrates each one of your four quadrants. 

1. It may be helpful to also look at the relative scores between the Upper and Lower modes and the Left and Right modes. 

2. Functioning in Upper mode (A+D) means that you would be considering things and people in an intellectual manner, somewhat 

abstractly, with a certain distance, without committing yourself, and thinking before acting. 

3. The opposite functioning, in the Lower mode (B+C) means considering things and people in a reactive manner, being emotional, 

getting involved right away, because of gut feelings or by need for structure, detail or getting things done. 

4. Functioning in Left mode (A+B) means considering things and people realistically, logically, factually, analytically (broken down into 

essential elements). It means thinking sequentially (one step at a time), liking precision, having control, measuring, numbers. > The 

opposite functioning, in Right mode (C+D) means considering things and people in an intuitive manner, seeing the ideal (rather than 

the reality), synthesising, imagining, looking at things holistically, being sensitive and aesthetic. 

5. With the above in mind, imagine the effect of your dominances and preferences in everyday activities both in and out of work for 

instance. 

Page - 22 Page - 23

Understanding the Herrmann Whole Brain® model D Understanding the Herrmann Whole Brain® model D 

Ideas and exercises 

Exercise 2: Draw your own profile 

under stress 

A 

130 

120 

110 

100 

D 

Look up your profile code in chapter C ’How does your profile compare to others?’ and read its description carefully. 

1. The exercise consists in personalising the text describing your preference code. Copy the text and replace the general 

terms by your profile’s own terms (coming from the 2 upper sections of your Data Summary sheet). 

1 — Take a look at your profile overlay 

and refer to the dotted line which 

represents your profile under stress. 

Draw your own profile under stress on 

the grid to the right. 

Compare to your profile (represented 

by the solid line): What do you notice? 

What are the positive and negative 

points of your profile under stress? 

B 

90 

80 

50 

70 

60 

40 

30 

20 

10 

C 

2. Advantages and disadvantages of your profile in the current situation. To write it down, you will get inspiration from the 

text which describes your profile, in the Chapter ‘How does your profile compare to others?’ 

Advantages: 

Disadvantages: 

Thoughts regarding the future: 

2 — Now, please take a look at the Data Summary sheet. In each quadrant (A, then B, then C, then D) copy the ‘X’s which 

appear in the Key Descriptor section. Underline the key words you have chosen. Circle the ‘key’ word marked with an 

asterisk (*). 

Exercise 4: Choice of a new sport or leisure activity (as an amateur) 

Upper Left 

Upper Right 

Describe a daily behaviour corresponding to each one of the key words you have selected. How is it positive and with 

whom? How does it create difficulties and with whom? 

Amateur radio 

Billiards 

Car repair 

Computers 

Do–it–yourself projects 

Electronic games 

Golf 

Body building 

Bowling 

Cards 

Collecting 

(organisation) 

Fishing 

Gardening 

Model building 

Restoring cars 

Strategy games 

Woodworking 

Hunting 

Jogging 

Rowing 

Spectator sports 

Team handball 

Tennis 

Weight lifting 

Distributed: 

Aviation 

Basketball 

Camping 

Caring for pets 

Chess 

Family outings 

Sailing 

Swimming 

Aerobics/Dance 

Applied arts 

Creative writing 

Cycling 

Exploring 

Extreme sports 

Collecting (passion for) 

Conversation 

Cooking 

Fashion 

Listening to music 

People watching 

Playing with children 

Nature watching 

Photography 

Playing music 

Skiing 

Video games 

Wine tasting 

Pleasure reading 

(Fiction) 

Singing 

Theatre 

Travel 

Volunteering 

Walking 

Lower Left 

Lower Right 

Exercise 3: Your personal profile 

Your profile code is 

Your profile is 

mono dominant 

double dominant 

(The term dominant corresponds to number ‘1’s’ in the profile code). 

triple dominant 

multi dominant 

Page - 24 Page - 25


Exercise 6: Review your HBDI® profile, using all of the pages provided, 

especially the Visual Profile and Data Summary sheet. 

Exercice 6 : How do I move from one quadrant or mode to another?... 

1. In thinking about your career 

development needs, identify a quadrant 

which you would like to ‘work on’ or 

develop. 

2. For the quadrant you selected above, 

identify in the Work Elements section 

on your Data Summary sheet the items 

that you ranked lowest, 1 or 2 (do less 

well or least well). Which one of these 

represents an area that would be useful 

to better develop or ‘work on’ as you 

think about your current work situation? 

3. Now think back to real situations 

from your professional or personal 

life in which the non–preferred 

activity identified above created a real 

challenge or problem for you. 

4. What is a concrete example that 

describes why this type of activity can 

be a challenge for you? 

My quadrant to be developed is: 

The work activity that is most critically important to my work, and occasionally 

represents a challenge for me is: 

Real life examples of a challenge with a non–preferred activity: 

My challenge with is because 

To move 

from Upper Left A 

to Lower Right C: 

Relax on need 

for proof by facts 

and value feelings. 

To move 

from Left Mode AB 

to Right Mode CD: 

Respect intuition 

and value instinctive, 

experimental, humanistic 

approaches. 

To move 

from Lower Left B 

to Upper Right D: 

Relax on tightness 

of form and structure 

and value spontaneity. 

To move 

from Upper Mode AD 

to Lower Mode BC: 

Respect gut feelings, value 

body response 

and relax on 

intellectual modes. 

To move 

from Lower Mode BC 

to Upper Mode AD: 

Respect cognitive 

processes and value 

the balance of rational 

and intuitive thinking. 

To move 

from Upper Right D 

to Lower Left B: 

Relax on need for 

absolute freedom 

and value form 

and structure. 

To move 

from Right Mode CD 

to Left Mode AB: 

Respect logic and value 

planned, organised, 

rational approaches. 

To move 

from Lower Right C 

to Upper Left A: 

Relax on intensity 

of feelings and 

value facts. 

5. Restate your problem in “how–to” 

format by beginning your sentence with 

‘how do I’ and completing the sentence 

with a second phrase ‘in order to’. 

Example: “my problem is that I do not 

organise my files” will now read “how 

do I better organise my files in order to 

save time and frustration at work?” 

How do I 

in order to 

Now that you discovered your profile, what did you learn? 

What are your strong points? 

6. Next, seek out a person in your 

personal or professional network 

who has a style that is different from 

yours, complementary to your profile, 

to discuss your challenge and uncover 

some new ideas. Explore options and 

helpful tips by asking: ”In this situation, 

how do you approach it for the best 

results?” 

People I can seek out to discuss my challenge: 

What are the potential blind spots and areas for development? 

Based on what you discovered about your preferences: 

What are you going to stop doing? 

What are you going to start doing differently? 

7. Develop an action plan using the 

advice and tips provided. Be sure it 

includes specific and realistic action 

items you can start as early as the next 

day. 

My action plan, starting tomorrow morning, will be: 

What are you going to continue to do and reinforce? 

Page - 26 Page - 27

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