An example of a team's "thinking profile".
How does your team think?
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"It's like looking at our organisation under a microscope" - Satisfied customer.
Two things are needed for personal and business success: self-knowledge and knowledge of others. HBDI improves both. Self-knowledge is the starting point because it leads to increased self-esteem and self-improvement. Knowledge of others is important because it is the key to better communication, trust, working relationships and influencing.
When we have asked users to develop the business case for using Herrmann's Brain Dominance Instrument, the factors they emphasise depend on their personal brain dominance. For example the benefits BLUE thinkers emphasise are performance improvements, effectiveness, increased sales, cost savings, reduced attrition. The benefits GREEN thinkers emphasise are more efficiency, time saving and improved processes as people work together better. The benefits RED thinkers emphasise are improved relationships, coaching, teamwork and better training. The benefits YELLOW thinkers emphasise are more creativity, more options, and new ways of working that result from understanding each others strengths.
Fortune 500 companies use HBDI and so should you.
Herrmann explains why we are all so different, and how to get the best out of people. Treat them the same and you'll get grey, treat them as they want and you'll get brilliant colour.
Herrmann's Brain Dominance Instrument (HBDI) is based on Nobel-Prize winning research and has been the subject of over 50 Ph.D studies. Ned Herrmann's brilliance is in bringing together the work of two giants in brain research. These are Roger Sperry and Paul Mc Lean and forming a model based on the four parts of our brain.
Roger Sperry showed the left side of the brain tends to take in information using the five senses and is concerned with language, words, analysis, and figures. The right side tends to take in information using the sixth sense (intuition) and is concerned with patterns, relationships, art, and music. We all use both sides but some prefer their left brain while others prefer their right brain and this makes us who we are.
Paul McLean looked at the brain as a cross-section (see chart left). In terms of depth, there are three layers: 1. a lizard's brain (involuntary body functions such as heart beat and basic reflexes), 2. an inner brain (called the limbic brain which controls intuition, emotions and feelings) and 3. an outer brain (called the cerebral brain which controls thinking and reasoning). We all use both inner and outer parts of our brain but some prefer their outer brain while others prefer their inner brain and again this makes us who we are.
By drawing these four dimensions Herrmann has created a very useful way of thinking about the human mind, human behaviour and human organisations. Every person and every human organisation can be characterised according to their preference towards each of the four dimensions or segments.
Brain theory is fundamental to understanding human nature, because it explains why we are all so different, and why we often have such fundamental misunderstandings over things which one would expect we should agree about. It's the reason why we communicate far more easily with some people (similar types) than others. It's the reason why we tend to marry different types - for completeness. It's the reason why we can be so clever and so dumb at the same time depending on what we are doing and who we are working with.
Each person gets a personalised profile (like chart left) showing their thinking preferences plus a four-part book to help them make the most of their thinking preferences and talents and provides a personal development program. They also receive access to Herrmann International's e-learning modules.
Individual outputs include:
Each team gets a Group Profile showing the position of each person within the Team as a small circle. This analysis is vital for understanding the team, why the culture is as it is and how to improve it. Typically people who previously misunderstood each other become natural partners by combining their differences. People who are diagonally opposite each other often have real issues understanding each other or valuing each other, however, when they understand HBDI the penny drops as they realise that together they can be far more successful. What was previously a problem becomes a benefit.
The example (left) is of a Finance Team. It shows their heavy weighting in Blue (Thinkers) and Green (Organisers). When this team first saw its profile they suddenly realised how frightening and tough and numerate they must look to the rest of the organisation that was essentially Red (Humanitarian). Because of their weighting towards Green (organising) they agreed they needed to be careful not to create systems for the sake of systems or follow procedures for the sake of procedures. Because of their weakness in Yellow (Innovation) they needed to put sufficient time into thinking about why they are producing their figures and find innovative ways to improve. The Finance Team was also very weak in Red (Humanitarian) thinking so they were not think carefully about the impact their figures were having on the culture of the organisation, nor how to deliver the figures in a way that was acceptable to their Red readers. Also there was no one thinking about team relationships, customer service or the affect their systems were having on people in the organisation.
Other Team Profile Charts include:
HBDI can be used as a half-day workshop or an intensive week long program; however, the most common format is either a two or three half-day workshop depending on what you what to achieve:
HBDI resolves several high risk issues which you simply can not afford to get wrong. They are usually resolved by intuition. Herrmann adds certainty and reduces risks of getting them wrong. Otherwise it's like having brain surgery without a CT scan.
Some of the outcomes of HBDI are:
For a list of Client Comments
This product based on Herrmann's Brain Dominance Index (HBDI) is supported by Bruce Holland with help where required from other members of the Virtual Group Business Consultants. Bruce is a specialist in Herrmann Thinking Preferences in Wellington, nationally and internationally. He specialises in using Herrmann's Brain Dominance Instrument (HBDI) in the public sector and other large private sector organisations.
All work undertaken by Bruce Holland is guaranteed. If at the end of the program the client doesn't feel that they have received value for money, they may adjust the bill and pay an amount equal to the value they feel they received.
For more information about how you can use HBDI give the Virtual Manager a call or ring Bruce Holland direct.
Phone +644 570 0727
Freephone 0800 4 virtual
Key words: Leadership, leadership development, leadership management, leadership training, leadership program, leadership skills