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Understanding the Herrmann Whole Brain® model A Understanding the Herrmann Whole Brain® model A 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 every- day 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.” Page - 4 Page - 5
Understanding the Herrmann Whole Brain® model A Understanding the Herrmann Whole Brain® model A 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. Page - 6 Page - 7
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