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Herrmann's Whole Brain® Model

Maximizing your thinking power.

Written by the Mind Tools Content Team

Imagine that you've just finished giving a presentation.

Although you had little time to prepare, you feel that your speech provided a compelling call to action for an issue that you care deeply about. You think that you did a great job illustrating what might happen if the board doesn't act, and you're confident that your emotions came through clearly.

The problem, as a trusted colleague later points out, is that you relied almost entirely on feelings to get your message across. You used few facts and statistics to back your message up, your slides were a bit disorganized, and you didn't analyze any risks.

In short, your presentation focused entirely on creative thinking and emotion, and ignored logic, facts, and specific detail, meaning that the board is unlikely to act on your suggestions.

All of us are naturally drawn to one particular thinking style. However, relying entirely on this style can expose your weaknesses and lead to both poor decisions and missed opportunities.

In this article, we'll look at Herrmann's Whole Brain® Model, and discuss how you can use it to understand your dominant and less-preferred thinking styles, so that you can capitalize on your strengths and improve the areas that you're weakest in.

About the Model

In the late 1970s, artist and researcher, Ned Herrmann, became interested in the nature of creativity. Picking up on Roger Sperry's Left Brain/Right Brain Model, Herrmann integrated it with Paul MacLean's Triune Brain Model, to develop his Whole Brain Model. He published this in his 1996 book, " The Whole Brain Business Book ."

Herrmann's Whole Brain Model combines these models to create a metaphorical "whole brain," with four quadrants. His belief is that creative thinking relies on using all four quadrants, or thinking styles.

The model also argues that each of us has a different thinking preference. For example, we might rely on one or two thinking styles regularly, and ignore the other quadrants, and this can severely limit our potential.

The Model Explained

The Whole Brain Model is shown in figure 1, below, which shows Herrmann's quadrants:

• Analytical (Quadrant A).
• Sequential (Quadrant B).
• Interpersonal (Quadrant C).
• Imaginative (Quadrant D).

Figure 1 – The Whole Brain Model

Let's look at each of these thinking styles in greater detail.

Quadrant A: Analytical Thinking

Quadrant A, located in the upper left hand corner of the model, represents the Analytical thinking style, which depends on facts and logic. You rely heavily on these when making decisions in a rational and methodical way.

This thinking style is also referred to as the "Rational Self." Preferred activities with this thinking style are: collecting data, analyzing information, judging situations or ideas based on facts, and using logical reasoning.

Quadrant B: Sequential Thinking

Quadrant B, located in the lower left of the model, represents thinking in a highly organized and detailed way. With this thinking style, you rely on procedure and accuracy to complete work on time.

Some people call this thinking style the "Safekeeping Self." Preferred activities with this thinking style involve detail-oriented work, problem solving, organizing, and following directions.

Quadrant C: Interpersonal Thinking

Quadrant C, represented by the lower right hand quadrant of the model, is focused on participation and teamwork. With this thinking style, people and their feelings are your biggest asset, and they always come first. Emotions, senses, feeling, and spirituality are also involved.

People sometimes refer to this thinking style as the "Feeling Self." Preferred activities involve listening, looking for meaning or connection, and working in groups.

Quadrant D: Imaginative Thinking

Quadrant D, located in the upper right of the model, is spontaneous and unstructured. This thinking style is adventurous, and, when you're using it, you love to take risks. If you rely on this thinking style, then you might try several approaches to a problem at once, instead of one at a time. You might also rely on your intuition more than you rely on analysis.

Another name for this thinking style is the "Experimental Self."

Preferred activities in this thinking style are: experimenting, looking at the big picture, challenging established procedures, engaging in creative problem solving, and taking initiative.

After developing the model, Herrmann also created the Herrmann Brain Dominance Instrument®, or HBDI. This test, comprising 120 questions, determines which of the model's four thinking styles you prefer. You can be dominant in up to two styles (for instance, analytical and sequential thinking) and weaker in two (interpersonal and imaginative).

Uses and Benefits

Herrmann's Whole Brain Model is most useful in making you aware of the thinking styles that you tend to prefer. Your dominant thinking style develops your preferences, which determine your interests and strengths, and these often influence the type of work or career that you choose.

When you understand your dominant thinking style, you can then see which styles you're weakest in. With this insight, you'll be more motivated to develop your weak areas and improve your thinking capabilities.

You shouldn't necessarily strive to think with a perfectly balanced approach, but you should aim to use all four quadrants. The model's purpose is to help you strengthen your weakest thinking styles, so that you're not limited in situations where it'd be best to use these styles. Like the Myers-Briggs personality test , you can use the Whole Brain Model to develop personal understanding and initiate growth.

Understanding these thinking styles will also help you understand other people's strengths and weaknesses better, which will improve your team leadership.

Applying the Model

Even without taking the HBDI assessment, you probably already intuitively know which thinking styles you prefer, and which ones you are weak in. When you're aware of your weaknesses, you can then work on strengthening them, so that you can use your whole brain to think and solve problems.

Developing Quadrant A (Analytical Thinking)

To strengthen your Quadrant A thinking, start by developing your critical thinking skills .

For instance, spend time daily solving a problem logically and analytically. While doing this, try to balance your intuitive and creative thinking with analysis and fact-checking. Or, you could strengthen your analytical skills by reading – and making sure that you understand – a budget or financial report.

You can also strengthen this thinking style by looking closely at your short- and long-term goals. Clearly define your work goals for the next quarter, and make sure that you have personal goals that emphasize this thinking style.

Developing Quadrant B (Sequential Thinking)

To strengthen your Quadrant B thinking, make an effort to get more organized . This includes organizing your personal workspace, files, and schedules. People who are weak in Quadrant B thinking often run late or miss deadlines, simply because they don't have good time management skills. Create more time in your day by using a To-Do list , by saying no (politely) to unimportant requests, and by delegating when you can.

Next, take a more conservative, balanced approach to decision making, and look at all sides of an issue before you make a decision. The Six Thinking Hats is a useful tool for examining problems from multiple perspectives, and tools like the Simplex Process and Hurson's Productive Thinking Model can help you solve problems in a disciplined way.

If you often rely on Quadrant C or D thinking styles, you might have trouble following directions. Make it one of your goals to carefully read, and re-read, directions for each project that you're responsible for. Before you approve any project, go through the directions one last time to make sure that you've fulfilled every request.

Developing Quadrant C (Interpersonal Thinking)

To strengthen your Quadrant C thinking, start by giving your time to others. Practice random acts of kindness with colleagues – even if all you do is listen, you're still showing others that they're worthy of your attention.

Next, work on your emotional intelligence . You can do this by developing empathy , showing humility , and giving credit to others before you give it to yourself. You can also make a positive difference by offering to help a colleague who's behind on her work, or by collaborating with others on decisions.

Also, take time to get to know your colleagues and team members on a personal level. If you can, put aside time every day to chat with someone who you don't know well.

Developing Quadrant D (Imaginative Thinking)

To develop your Quadrant D thinking style, work on your creativity skills. Instead of approaching every problem logically, have fun thinking of creative solutions. Use creative problem-solving tools such as Brainstorming to generate unique solutions. Set aside time each day for idea generation, and for creative thinking.

Next, work with your imagination, and use Visualization to picture yourself achieving your goals. You can also use your imagination to come up with ideas for new products or processes for your organization.

Last, take your intuition into account when looking at situations and making decisions. While you shouldn't rely on intuition alone, it can be a useful guide to help you make better decisions.

Copyright © 2015. Herrmann, Ned, and Ann Herrmann-Nehdi., "The Whole Brain Business Book: Unlocking the Power of Whole Brain Thinking in Organizations, Teams and Individuals". Permission pending from McGraw-Hill Education, New York.

In the late 1970s, artist and researcher Ned Herrmann developed the Whole Brain Model. The model offers a metaphorical look at four quadrants, or "thinking styles," of the brain. These four thinking styles are:

• Analytical.
• Sequential.
• Interpersonal.
• Imaginative.

This model is useful for several reasons. Understanding the thinking style you're most drawn to allows you to see the thinking styles that you're weakest in. This, in turn, gives you insight into where you need to improve, in order to maximize your thinking potential.

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HBDI™ The world’s leading thinking styles assessment tool, the Herrmann Brain Dominance Instrument® (HBDI™) is the assessment at the core of Herrmann International’s Whole Brain® Thinking approach. Developed in the 1970s by Ned Herrmann, then a manager at General Electric, more than thirty years of research and innovation stand behind the validity of the HBDI™. The 120-question HBDI™ assessment, which is administered by an  HBDI® Certified Practitioner , evaluates and describes the degree of preference individuals have for thinking in each of the four brain quadrants, as depicted by the Herrmann Whole Brain® Model. The basis of Whole Brain® Thinking and all Herrmann International learning modules, the HBDI™ teaches you how to communicate with those who think the same as you and those who think differently than you. Once an individual understands his or her thinking style preferences, the door is open to improved teamwork, leadership, customer relationships, creativity, problem solving, and other aspects of personal and interpersonal development. After completing the assessment, an individual receives a comprehensive Profile Package containing his or her HBDI™ Profile results along with in-depth interpretation of the results, reference material about the Whole Brain® Model, comparison data, and activities for further exploration and development. The Profile Package and results can be debriefed by an HBDI™ Certified Practitioner as part of a facilitated workshop, coaching session or the HBDI™ Fundamentals e-learning program, or they can be delivered via the online simulation program, The Thinking Accelerator™ featuring HBDIinteractive™. In 1976, while researching the brain as the source of creativity, Ned Herrmann learned of the pioneering brain research of Roger Sperry, Paul MacLean, Joseph Bogen and Michael Gazzanaga. From their work it is clear that the brain has four distinct and specialized structures. Inspired by this research, Herrmann worked with EEG scans and, later, paper-and-pencil questionnaires to identify four distinct types of thinking, each roughly corresponding to one of the brain structures. The result of this research is the Herrmann Whole Brain® Model. In August 1979, after many tests, in-depth research, and mountains of data, Herrmann had developed a valid self-assessment that enables individuals to understand their own thinking style preferences, the HBDI™. Start Thinking  is the foundational 1/2 day workshop for the Business of Thinking and is used to debrief the participants Herrmann Brain Dominance Instrument (HBDI™) profile. The program is based upon Whole Brain Thinking and how we can use it each and every day. In addition to the Whole Brain Thinking, it also focuses on Thinking Preferences and the participants HBDI™ profiles. The following are the learning objectives of the Start Thinking workshop: Define and describe the Whole Brain Model, which is the basis of the HBDI™ Examine how preferences affect behaviors in planning, work and communication Explore how the participants behavior reflects these styles Prepares the participant to receive and understand their HBDI™ profile results To build upon the  Start Thinking  foundation created by the “Business of Thinking” there are additional Thinking modules available.  For most organizations the  ThinkAbout Teams  ½ day module is perfect because you can not do it all yourself – it requires Teams and Teamwork to succeed.  To often it turns out the so called Team is a group of dedicated, hard working individuals working alone. This HBDI™ Team Thinking training exposes the participants to their Team Thinking Preferences which identify Individiators and Mini-Networks within the Whole Brain Map.  Whole Brain Technology does not solve all of the problems a team faces. But, it can dramatically impact the ability of a Team to unleash and combine the best thinking and talents of individual team members so that the team is truly one in which the whole is much greater than the sum of its parts. If you’re struggling with creativity and Innovative Thinking then  ThinkAbout Creative Thinking  is a practical and valid solution. Creative Thinking is a Whole Brain process since it requires thinking from all four quadrants. There are distinct stages in the creative process and each stage requires thinking from a particular quadrant. The process is dynamic, evolving and on-going – meaning that the implementation of an idea often requires as much creative thinking as the original “ah ha” did coming up with it in the first place. During this ½ day workshop, participants will learn to use the Whole Brain Creator to generate many new and different ideas – many of which have immediate value for the business. What is Whole Brain Thinking? You have no doubt heard about left brain-right brain, but whole brain thinking expands on that idea. Brain research shows four structures and HBDI™ assessments measure four distinct styles of thinking. Current research shows that the human brain is highly specialized. The research from Herrmann International shows that there are an equal number of people in all four basic groups. The four quadrant whole brain model allows for more sophisticated combinations that measure both intellectual and emotional preferences which influence thinking styles and learning styles. The HBDI™ draws on brain physiology research of Nobel prize-winning scientists like Roger Sperry and Michael Gazzaniga. It was developed by the late Ned Herrmann at General Electric using advanced brain scanning technology. The HBDI™ model has been validated by more than 60 doctoral theses and scientific study, and by the satisfaction o f more than 300,000 participants. Explanation The HBDI™ is based on an understanding of the four-quadrant nature of the human brain. The brain is comprised of left and right hemispheres, but there are also two parts of our thinking brain: the limbic and the cerebral. (See  Your Whole Brain .) Each quadrant of the brain is responsible for highly specialized functions and thought processes. Ned Herrmann's Whole Brain model is a metaphor that demonstrated the preferred modes of each quadrant.  The HBDI™ thinking styles assessment is a 120-question survey that provides a visual picture of an individual, team or group's mental preferences. It illustrates the "lens" through which we view life and helps provide a better understanding of how we process information, work, learn and relate to other people in our daily lives. How can HBDI™be used? These are things you can improve with personal use Relationships with colleagues friends and significant others Your self awareness Developing new skills based on the thinking styles you prefer Personal Growth Finding the right job or career Getting the right educational focus or training Writing Better decision making These are things that can be improved with Organizational Uses Understanding your organizational culture Finding the right structures Better group process Planning Learning Improving management/leadership style Team Building Strengthening staff interacton Modeling Creative problem solving Teaching/learning Counseling Communication These are good Educational Uses Organization development Career planning Productivity improvement Job searches and choices Strengthening marriage relationships Improving communication in the family Strategic operational issues can be strengthened Learning group formation Managing differences Creative team formation and team assets Dealing with diversity High Technology Team Example Innovation Team Example Strategic Planning Team Example HBDI Team Composite HBDI Preference Map Information on Cost and Event Booking Information On Cost and Event Booking Back to Thinking

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Herrmann Whole Brain Model

Herrmann Whole Brain Model: this article describes the Herrmann Whole Brain Model ® , developed by Ned Herrmann in a practical way. This article contains a general definition of the model, different styles and a comparison with other models. After reading you will understand the basics of this model for thinking preferences . Enjoy reading!

What is the Herrmann Whole Brain Model?

The American brain researcher Ned Herrmann developed the patented HBDI model, which stands for Herrmann Brain Dominance Instrument®. Directly related to this is the, also patented, Whole Brain Technology Model®.

Both are inextricably linked. Hermann developed the HBDI on the basis of a large diversity of human behavioural analyses. It provides an overview of the different thinking styles that people usually have, use, and apply. This is also referred to as the thinking preference profile, which is further elaborated in the Hermann Whole Brain model.

In addition to thinking styles, every person has a certain thinking preference. This can be determined using the Herrmann Whole Brain Model.

These thinking preference may change according to one’s phase of life , emotional experiences, insights, education, and other factors.

Each person has access to all four thinking styles. Despite a specific thinking preference, the other thinking styles are also used to varying degrees. In daily life, different situations arise that require different ways of thinking at different times.

Your company name or product here? Ask about the possibilities    More information

Herrmann Whole Brain Model and the HBDI Profile

The HBDI model and the associated Whole Brain Technology model are not tests. After all, it’s not possible to give correct or incorrect answers. Instead, it is about human functioning. The models do not measure a certain degree of intelligence, skills, or competencies either.

Every HBDI profile provides insight into the thinking preference at that moment in time. The final profile prefers a certain way of thinking, learning, communicating, and decision-making. It provides insight into the fact that every person has different interests and the reasons why not everyone communicates in the same way.

People simply have different ways of observing, recording information, making decisions, and solving problems.

When someone understands their own thinking preference within the Herrmann Whole Brain Model, there will be an opportunity for improved communication with their environment and other aspects of personal and interpersonal development.

Threefold Division of the Human Brain

Physiologically speaking, the human brain is made up of three layers: the conative, affective, and cognitive part.

• The conative part is located in the reptile brain. This is the centre of human instinct and where the flight-or-flight reaction takes place. The latter refers to the defence mechanism that occurs in humans and animals when there is an imminent danger. The reaction starts with intense anxiety and stress, and is also referred to as the Flight, Flight, Freeze Response.
• The affective part is located in the limbic brain, which is responsible for our emotions.
• The cognitive part is located in the cortex, especially the neocortex, where the centre of our thinking and knowledge is located.

The Herrmann Whole Brain model uses the conative reptile brain and affective limbic brain. He then combines this division with the one between the left and right brain hemisphere. In the left hemisphere is the logical, analytical, and rational part of human thinking. The right hemisphere includes everything related to intuitive, holistic, and imaginary thinking.

Herrmann Whole Brain Model: Four thinking styles

Every person has the ability to handle situations in different ways. The Hermann Whole Brain model groups the thinking styles into four quadrants: A, B, C, and D. The model is based on a metaphorical model of the brain, with the left and right hemisphere, as well as the and limbic and reptile brain.

In the Herrmann Whole Brain Model, the thinking styles are shown in four different colours and identified as follows:

Figure 1 – Hermann Whole Brain Model styles

Style A: Analytical Thinking (blue area)

The people in this area of the Herrmann Whole Brain Model have a preference for analytical thinking and excel at solving mathematical, numerical, and technical problems in a logical way. They are critical, focus on quantitative data, and assess ideas based on collected facts.

They also want to know what criteria they are dealing with and whether there are any procedures that they should follow.

Style B: Practical and Structured Thinking (green area)

Here, we are talking about the real organisational talents, who work primarily in a controlled, conservative, and planned manner. They can work in a very detailed, structured, and precise way and preferably search for solutions to problems step-by-step.

They are able to set up and elaborate work processes very well, and—due to their planned and structured working method—excel at implementing them.

Style C: Relational Thinking (red area)

These persons can communicate, reason, and convince others very well. They find interpersonal contact with others very important and have a kinaesthetic (sensitive) attitude. They are very empathetic and listen to the ideas and opinions of others. These thinkers are also spiritually minded and find pleasure in the search for the personal meaning of information.

Style D: Experimental and Creative Thinking (yellow area)

The people within this area of the Herrmann Whole Brain Model are imaginative and artistic people who have a conceptual brain.

They have a visual, holistic, intuitive, and innovative approach and are happy to take the initiative. In their eyes, problems can always be solved in one way or another and they enjoy challenges. They focus on the long term in particular.

Hermann Whole Brain model in comparison with Other Models

The Hermann Whole Brain model describes people’s thinking preferences and is a cognitive style measurement. It provides insight into everyone’s own ways of perception. If one is able to understand this, people will be better able to understand the people around them.

The Hermann Whole Brain model is often compared to psychological tests such as the Myers-Briggs Type Indicator (MBTI) , a system to classify the differences in people’s personalities.

It also corresponds to a so-called DISC assessment , where people’s preferences become apparent in terms of Dominance, Influence, Steadiness, and Conscientiousness.

These four categories are also displayed in the same colours as those of the Hermann Whole Brain model.

Herrmann Whole Brain Model and the HBDI questionnaire

The individual HBDI assessment that is linked to the model demonstrates the dominances of a certain person’s brain functioning.

By means of an (online) questionnaire of 120 questions, a thinking profile emerges that indicates which activities someone prefers. In this model, multiple styles may be dominant. For example, it may well happen that someone is stronger on the analytical and practical thinking styles, but weaker on the relational and experimental styles.

It’s Your Turn

What do you think? What is your experience with the Herrmann Whole Brain Model? Do you recognize the practical explanation above or do you have additions? Are you curious about your HBDI profile?

Share your experience and knowledge in the comments box below.

More information

• Herrmann, N. (1991). The creative brain . The Journal of Creative Behavior>, 25(4), 275-295.
• Herrmann, N. (1999). The theory behind the HBDI and Whole Brain technology . Better results through better thinking.
• Herrmann, N., & Herrmann-Nehdi, A. (2015). The Whole Brain business book: Unlocking the power of whole brain thinking in organizations, teams, and individuals . McGraw Hill Professional .

How to cite this article: Mulder, P. (2019). Herrmann Whole Brain Model . Retrieved [insert date] from Toolshero: https://www.toolshero.com/psychology/herrmann-whole-brain-model/

Original publication date: 08/04/2019 | Last update: 08/29/2024

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Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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What Is The Whole Brain Model? Whole Brain Model In A Nutshell

The whole brain model is based on the theory of whole brain thinking developed by creativity researcher and author Ned Herrmann in the 1970s. The theory was honed while Hermann was employed as a training program design manager at General Electric. The whole brain model is a scalable framework for improving understanding and insight. It acknowledges that different people prefer different kinds of thinking and that different tasks require different mental processes.

Table of Contents

Understanding the whole brain model

As part of his role, Hermann analyzed how employee productivity, motivation, and creativity could be maintained or even increased.

Using a combination of electroencephalogram (EEG) scans and questionnaires, Hermann set about analyzing trainee thinking styles and learning preferences.

He was also inspired by pioneering research into brain dominance theory, which suggested approaches to thinking and learning differed between the right and left hemispheres of the brain.

The results of this research form the basis of the whole brain model, which divides the brain into four integrated systems or quadrants.

Each system describes a set of interrelated mental activities and thinking preferences. Despite every brain possessing all four quadrants, Hermann believed people had a single, preferred way of operating.

This preference may be selected consciously or subconsciously.

The four quadrants of the whole brain model

The four quadrants of the whole brain model are 

• Analytical (logical, fact-based, quantitative)

These individuals prefer to deal in facts and figures and respond to clear and concise goals and objectives.

This means minimal text with lots of graphical data backed by reputable sources.

• Practical (sequential, planned, detailed)

Organized individuals like to follow rules and share many of the traits of analytical individuals.

They prefer to be well-prepared and learn through following clear instructions, step-by-step exercises, and checklists.

• Relational (feeling-based, kinesthetic, interpersonal)

These individuals love being around other people and tend to display higher levels of emotional intelligence.

They enjoy working in groups by engaging in collaborative discussion. Learning is facilitated through storytelling, reimagining, and the sharing of personal experiences.

• Experimental (intuitive, integrating, synthesizing)

Experimental learners tend to be the most creative, with an ability to come up with new ideas and strategy plan using illustrations, mind maps, and collages. 

Applying the whole brain model to the workplace

Happily, there are several ways to apply the whole brain model to a workplace setting. 

A few of the most beneficial approaches for both the employee and the organization are listed below:

Whole brain process and practice integration

Most businesses prefer a single communicating method. While this may be effective for some people, it will not be the preferred method for the majority of employees.

Businesses should start by defining the quadrants it is ignoring and then incorporate new processes that cater to each learning style.

During presentations, for example, data should be humanized with personal experiences and case studies to ensure non-analytical types do not become bored, disinterested, or distracted.

Professional growth and competitiveness

Unfortunately, most employees are conditioned to learn the way information is presented to them.

They may have little understanding of their particular strengths and weaknesses or how these interact to influence the way they prefer to learn. Professional growth can be enabled when the employee has clarity in this area.

For example, they can begin their shift by completing tasks from their weakest quadrants when energy levels are highest.

Furthermore, building effective habits that increase motivation and productivity is made much easier when the employee understands how their mind responds to various stimuli.

Sustainable change

A lofty goal to which many businesses aspire but few actually reach. Sustainable change means creating new ways of doing business and avoiding the temptation to make quick fixes to surface-level problems.

Companies that employ a whole brain model mindset look at solutions that include every learning style instead of defaulting to a one-size-fits-all approach.

Case Studies

Analytical Quadrant (Logical, Fact-Based, Quantitative):

• Individuals in the analytical quadrant are known for their logical and data-driven approach to problem-solving.
• They thrive on objective, verifiable information and prefer to make decisions based on facts and evidence.
• Analytical thinkers are highly detail-oriented and meticulous in their work, making them adept at tasks that require precision and accuracy.
• They excel in roles that involve data analysis , financial planning, research, and quality control.
• Presentations to analytical thinkers should be well-structured, focused on data, and supported by credible sources.
• They often value efficiency and seek to optimize processes through systematic analysis .

Practical Quadrant (Sequential, Planned, Detailed):

• Practical thinkers are methodical and systematic in their approach to tasks and problem-solving.
• They prefer following established procedures and guidelines, ensuring that every step is carefully planned and executed.
• Attention to detail is a hallmark of this quadrant, making individuals in this category reliable for tasks that demand precision.
• They excel in roles involving project management, process improvement, quality assurance, and compliance.
• Practical thinkers often create and follow to-do lists, checklists, and timelines to ensure tasks are completed in an organized manner.
• Their focus on planning and execution contributes to the efficient functioning of teams and projects.

Relational Quadrant (Feeling-Based, Kinesthetic, Interpersonal):

• Relational thinkers are highly attuned to emotions, both their own and those of others, making them skilled in interpersonal interactions.
• They excel in building and nurturing relationships and are often seen as empathetic and compassionate individuals.
• Collaborative teamwork is their strength, as they enjoy working with others and thrive in group settings.
• They have a natural ability to motivate and inspire through emotional connections, making them effective leaders and team players.
• Learning is often facilitated through storytelling, sharing personal experiences, and engaging in open discussions.
• Roles suited for relational thinkers include human resources, counseling, sales, customer relations, and team leadership.

Experimental Quadrant (Intuitive, Integrating, Synthesizing):

• Experimental thinkers are known for their creativity, innovative ideas, and ability to see the bigger picture.
• They excel in roles that require thinking outside the box, problem-solving, and envisioning new possibilities.
• These individuals are comfortable with ambiguity and are open to exploring unconventional solutions.
• They often approach tasks by integrating information from various sources and synthesizing diverse concepts.
• Visual aids, mind maps, and creative brainstorming sessions are effective learning tools for experimental thinkers.
• Their visionary thinking can lead to breakthrough innovations and fresh perspectives in organizations.

Key takeaways

• The whole brain model is a scalable framework for improving understanding and insight. The model is based on the theory of whole brain thinking developed by creativity researcher and author Ned Herrmann in the 1970s.
• The whole brain model describes four quadrants, or preferential systems of mental activities and thinking that influence learning styles. The four quadrants are analytical, practical, relational, and experimental.
• The whole brain model can be used by organizations to ensure their messages are heard and understood by every employee. The model also facilitates professional growth , organizational productivity and competitiveness, and sustainable change.

Key Highlights:

• Whole Brain Model Introduction: The whole brain model is built upon the theory of whole brain thinking, which was formulated by Ned Herrmann in the 1970s. Herrmann developed this theory during his time at General Electric, focusing on understanding different thinking styles and learning preferences.
• Origins of the Model: Herrmann’s research, utilizing electroencephalogram (EEG) scans and questionnaires, aimed to enhance employee productivity, motivation, and creativity. He was inspired by brain dominance theory and its implications for differing thinking and learning approaches in the right and left hemispheres of the brain.
• Process and Practice Integration: Organizations should cater to diverse learning styles by incorporating methods that appeal to each quadrant’s preferences. For instance, adding personal experiences and case studies to analytical presentations.
• Professional Growth and Competitiveness: Employees benefit from understanding their strengths and weaknesses in the quadrants and aligning tasks accordingly for better productivity and motivation.
• Sustainable Change: Organizations adopting a whole brain model approach consider solutions that embrace all learning styles rather than relying on one-size-fits-all approaches.
• The whole brain model enhances understanding and insight through adaptable learning styles.
• It categorizes thinking preferences into four quadrants: analytical, practical, relational, and experimental.
• Organizations can use the model to enhance communication, facilitate professional growth , increase competitiveness, and drive sustainable change.

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Herrmann Brain Dominance Instrument: Unlocking Cognitive Diversity in the Workplace

Cognitive diversity, a concept often overlooked, holds the key to transforming the way we think, collaborate, and innovate in the workplace – and the Herrmann Brain Dominance Instrument (HBDI) is the tool that can help us harness its power. Imagine a world where teams effortlessly click, ideas flow like a river, and problem-solving becomes a thrilling adventure. This isn’t just a pipe dream; it’s the potential reality that HBDI offers. But before we dive headfirst into this fascinating realm, let’s take a moment to understand the roots of this game-changing instrument.

Back in the 1970s, a curious and innovative fellow named Ned Herrmann was scratching his head, pondering the intricacies of human thinking. As a manager at General Electric, he noticed that people approached problems in wildly different ways. Some folks were all about the numbers, while others seemed to pull solutions out of thin air. This observation sparked a lightbulb moment for Ned, and he set out on a quest to unravel the mysteries of cognitive preferences.

Herrmann’s journey led him to develop the HBDI, a tool that’s now used worldwide to help individuals and organizations tap into the power of cognitive diversity. But what exactly is cognitive diversity, you ask? Well, it’s not about having a bunch of eggheads in a room (though that could be fun). It’s about recognizing and valuing the different ways people process information, make decisions, and solve problems. Think of it as a mental potluck, where everyone brings their unique flavor to the table.

The HBDI isn’t just another personality test that’ll tell you if you’re an introvert or extrovert (yawn). No, this bad boy dives deep into the way your brain ticks. It’s like a GPS for your mind, helping you navigate the twists and turns of your thinking preferences. And the best part? It’s not just for self-discovery (though that’s pretty cool too). The HBDI has found its way into boardrooms, classrooms, and even therapy sessions, proving its worth in various personal and professional settings.

Now, let’s get our hands dirty and explore the meat and potatoes of the Herrmann Brain Model. Picture your brain as a bustling city with four distinct neighborhoods, each with its own vibe and specialties. These are the four quadrants of the HBDI, and they’re the secret sauce that makes this model so darn useful.

The Four Quadrants: A Mental Metropolis

First up, we’ve got the A-Quadrant, the logical left side of the brain. This is where the number crunchers and analytical thinkers hang out. If you find yourself getting a kick out of spreadsheets and problem-solving, you might have a strong A-Quadrant preference. These folks are the ones who can spot patterns in data faster than you can say “statistical analysis.”

Next door, we’ve got the B-Quadrant, home to the sequential thinkers. These are the planners and organizers who love nothing more than a well-structured to-do list. If you’re the type who color-codes your calendar and gets a thrill from crossing items off your list, you might be rocking a B-Quadrant preference. These folks are the backbone of any project, keeping everything running like a well-oiled machine.

Across the street, in the right hemisphere of our brain city, we find the C-Quadrant. This is where the people persons and emotional intelligence gurus hang out. If you’re always the one organizing office parties or mediating conflicts, you might have a strong C-Quadrant preference. These folks are the glue that holds teams together, with an uncanny ability to read the room and keep everyone feeling heard and valued.

Last but certainly not least, we’ve got the D-Quadrant, the creative playground of the brain. This is where the big-picture thinkers and innovators let their imaginations run wild. If you’re constantly coming up with “what if” scenarios or doodling during meetings, you might have a strong D-Quadrant preference. These are the visionaries who can see possibilities where others see dead ends.

Now, here’s where it gets really interesting. These quadrants don’t exist in isolation. They’re more like friendly neighbors who often pop over for a cup of sugar (or in this case, a spark of inspiration). The Both Sides of the Brain: Unveiling the Power of Left and Right Hemispheres work together in fascinating ways, creating unique thinking patterns for each individual.

Taking a Peek Under the Hood: The HBDI Assessment Process

So, how does one figure out their brain’s preferred neighborhoods? Enter the HBDI questionnaire, a journey of self-discovery that’s about as fun as a personality quiz, but with way more scientific backing.

The HBDI assessment isn’t your run-of-the-mill multiple-choice test. It’s a carefully crafted questionnaire that probes into your thinking preferences, work styles, and even how you approach a good old-fashioned argument. The questions range from straightforward to downright quirky, designed to catch your brain off guard and reveal its true colors.

Once you’ve poured your heart (and brain) into the questionnaire, the magic happens. The HBDI uses a sophisticated scoring system to crunch the numbers and paint a picture of your cognitive preferences. But don’t worry, you won’t be getting a report card with a big fat grade on it. Instead, you’ll receive a visual representation of your thinking style – the HBDI profile.

Picture a colorful circular graph, divided into four quadrants (sound familiar?). Your profile shows how strongly you prefer each quadrant, creating a unique brain “fingerprint.” Some folks might have a clear dominant quadrant, while others might show a more balanced approach across all four. There’s no right or wrong here – it’s all about understanding and leveraging your unique cognitive cocktail.

Now, I know what you’re thinking. “This sounds great, but is it legit?” Rest assured, the HBDI has been put through its paces in terms of validity and reliability. Countless studies have shown that the instrument consistently measures what it claims to measure, and it does so with impressive accuracy. It’s not just pulling rabbits out of hats – this is solid, scientifically-backed stuff.

Putting HBDI to Work: Real-World Applications

Alright, so we’ve got this fancy brain map. Now what? Well, buckle up, because this is where things get exciting. The applications of HBDI are about as diverse as cognitive preferences themselves.

First off, let’s talk personal development. Understanding your own thinking preferences is like having a user manual for your brain. It can help you play to your strengths, work on your weaknesses, and even explain why you and your significant other can never agree on what to watch on Netflix. It’s a powerful tool for self-awareness, helping you navigate both personal and professional challenges with a bit more finesse.

But the real magic happens when HBDI is applied to team dynamics. Imagine a team where everyone understands not just their own thinking style, but those of their colleagues as well. Suddenly, that guy who always seems to be throwing a wrench in your plans isn’t so frustrating – you realize he’s just approaching the problem from a different quadrant. Brain Multiple Intelligences: Exploring the Diverse Facets of Human Cognition can lead to more effective collaboration, reduced conflict, and some seriously innovative problem-solving.

Leadership development is another area where HBDI shines. By understanding their own cognitive preferences and those of their team members, leaders can adapt their communication style, delegate more effectively, and create an environment where everyone can thrive. It’s like having a secret weapon in your leadership toolkit.

In the realm of recruitment and talent management, HBDI can be a game-changer. It’s not about hiring people who all think alike (talk about boring), but about creating cognitively diverse teams that can tackle challenges from multiple angles. It’s like assembling your very own cognitive Avengers team – each member bringing their unique superpowers to the table.

And let’s not forget about communication. In our increasingly diverse and global workplaces, misunderstandings can happen faster than you can say “cultural sensitivity training.” HBDI provides a common language for understanding and appreciating cognitive differences, helping teams bridge gaps and communicate more effectively.

HBDI vs. The World: Comparing Cognitive Assessment Tools

Now, I know what you’re thinking. “This HBDI thing sounds great, but what about all those other personality tests out there?” Fair question, my curious friend. Let’s pit HBDI against some of the heavy hitters in the world of cognitive assessments.

First up, we’ve got the Myers-Briggs Type Indicator (MBTI), the granddaddy of personality tests. While MBTI focuses on personality types, HBDI zeroes in on thinking preferences. It’s like comparing apples and… well, brains. MBTI might tell you if you’re an introvert or extrovert, but HBDI will tell you how you prefer to process information and solve problems. Both have their place, but for understanding cognitive diversity, HBDI takes the cake.

Then there’s the DiSC Assessment, another popular tool in the corporate world. DiSC is all about behavioral styles, while HBDI focuses on cognitive preferences. Think of DiSC as looking at how you act, while HBDI looks at how you think. They’re not mutually exclusive – in fact, they can be quite complementary.

What sets HBDI apart is its focus on Using Both Sides of the Brain: Unlocking Your Full Cognitive Potential . It’s not about putting people in boxes, but about understanding the full spectrum of thinking preferences. It’s like having a high-definition, surround-sound view of cognitive diversity.

Of course, no tool is perfect, and HBDI has its critics. Some argue that it oversimplifies the complexity of human cognition, while others question the scientific basis of the four-quadrant model. These are valid concerns, and it’s important to remember that HBDI is a tool, not a crystal ball. It’s meant to provide insights and spark conversations, not to define or limit individuals.

HBDI in Action: Implementing Cognitive Diversity in Organizations

So, you’re sold on the idea of HBDI and cognitive diversity. Great! But how do you actually implement this in an organization? Well, it’s not as simple as handing out questionnaires and calling it a day (though that would be nice, wouldn’t it?).

First things first, you’ll need some HBDI practitioners in your corner. These are the folks who’ve gone through rigorous training to understand the ins and outs of the instrument. They’re like cognitive diversity sherpas, guiding your organization through the sometimes tricky terrain of implementing HBDI.

Once you’ve got your HBDI dream team assembled, it’s time to integrate this thinking into your organizational culture. This isn’t about slapping some colorful quadrant posters on the wall and calling it a day. It’s about weaving cognitive diversity into the very fabric of your organization. This might mean redesigning team structures, rethinking communication strategies, or even overhauling your approach to problem-solving.

Need some inspiration? Let’s look at some real-world success stories. Take Coca-Cola, for example. They used HBDI to help their marketing teams collaborate more effectively, resulting in more innovative campaigns and improved market performance. Or consider NASA, which used HBDI to improve communication and decision-making among their diverse teams of scientists and engineers. These organizations didn’t just dip their toes in the cognitive diversity pool – they dove in headfirst and reaped the rewards.

Now, I know what you’re thinking. “This all sounds great, but what about the bottom line?” Fair question, my financially-minded friend. Measuring the ROI of HBDI implementation can be tricky, but it’s not impossible. Organizations have reported improvements in team performance, increased innovation, reduced conflict, and even higher employee satisfaction after implementing HBDI. And let’s face it, in today’s knowledge-based economy, leveraging cognitive diversity isn’t just nice to have – it’s a competitive necessity.

The Future of Cognitive Diversity: Where Do We Go From Here?

As we wrap up our journey through the fascinating world of HBDI and cognitive diversity, let’s take a moment to look ahead. The field of cognitive science is evolving at breakneck speed, with new discoveries about the brain and cognition emerging all the time. As our understanding of 16 Brain Types: Exploring the Diverse Landscape of Human Cognition grows, tools like HBDI will undoubtedly evolve as well.

One exciting area of development is the intersection of cognitive diversity and artificial intelligence. As AI becomes more integrated into our work processes, understanding and leveraging human cognitive diversity becomes even more crucial. After all, we want to complement AI, not compete with it.

There’s also growing interest in how cognitive diversity intersects with other forms of diversity, such as cultural, gender, and generational diversity. The potential for creating truly inclusive and innovative organizations by considering all these factors is mind-boggling.

But perhaps the most exciting frontier is the potential for cognitive diversity to tackle some of our world’s most pressing challenges. Climate change, global health crises, social inequality – these are complex problems that require diverse thinking to solve. By harnessing the power of cognitive diversity, we might just find solutions that have eluded us so far.

As we conclude this exploration of the Herrmann Brain Dominance Instrument and cognitive diversity, I hope you’re feeling inspired to dive deeper into your own thinking preferences. Whether you’re a logical A-Quadrant thinker, a creative D-Quadrant dreamer, or a perfect blend of all four, your unique cognitive cocktail has value.

Remember, cognitive diversity isn’t about changing who you are. It’s about understanding and appreciating the full spectrum of human thinking. It’s about creating environments where all types of thinkers can thrive. And most importantly, it’s about harnessing the collective brainpower of diverse teams to solve problems, drive innovation, and create a better world.

So, why not take the first step? Explore your own thinking preferences. Engage with colleagues who think differently from you. Embrace the cognitive diversity around you. Who knows? You might just unlock a whole new level of personal and professional success. After all, in the grand cognitive orchestra of life, every instrument has its part to play. What beautiful music will you make?

References:

1. Herrmann, N. (1996). The Whole Brain Business Book. McGraw-Hill Education.

2. Bunderson, C. V. (1989). The validity of the Herrmann Brain Dominance Instrument. In N. Herrmann (Ed.), The creative brain (pp. 337-379). Brain Books.

3. Coffield, F., Moseley, D., Hall, E., & Ecclestone, K. (2004). Learning styles and pedagogy in post-16 learning: A systematic and critical review. Learning and Skills Research Centre.

4. Ho, L. A., & Kuo, T. H. (2010). How can one amplify the effect of e-learning? An examination of high-tech employees’ computer attitude and flow experience. Computers in Human Behavior, 26(1), 23-31.

5. Herrmann Global. (2021). The HBDI® Assessment. https://www.thinkherrmann.com/hbdi-assessment

6. Lumsdaine, E., & Lumsdaine, M. (1995). Creative problem solving: Thinking skills for a changing world. McGraw-Hill.

7. Rowe, T., & Rowe, K. (2015). The Power of 4: Your Ultimate Guide to Whole Brain Thinking. CreateSpace Independent Publishing Platform.

8. Shelnutt, J. W., Buch, K., & Buch, V. (1996). Using the Herrmann Brain Dominance Instrument to enhance engineering education. In Proceedings Frontiers in Education 1996 26th Annual Conference (Vol. 2, pp. 897-900). IEEE.

9. Springer, S. P., & Deutsch, G. (2001). Left brain, right brain: Perspectives from cognitive neuroscience. W.H. Freeman/Times Books/Henry Holt & Co.

10. Whole Brain Thinking Pty Ltd. (2021). HBDI® Certification. https://www.wholebrainthinking.com.au/hbdi-certification/

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