The Hermann Brain Dominance Instrument

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The Hermann Brain Dominance Instrument Thinking
Preferences in the Workplace JOHAN OLWAGEN MA
(Counselling Psychology) HDE (Post
Grad) Director Kitso-Khumo Business Consulting
(Pty) Ltd ollie_at_kitsokhumo.com 082-552-9542 ()12)
344-1390
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AGENDA
Why new tools for advanced thinking what
thinking?
What is the HBDI model and implications
Meeting the needs of people to be developed
Whats the plan?
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APPLYING MODERN TOOLS TO CREATE ADVANCED
THINKING SKILLS TO ENRICH THE LEARNING
EXPERIENCE
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Cognitive Modifiability proposes that every
person has the capacity to reach their own
personal potential of excellence, if their
teachers, facilitators, trainers, managers,
therapists and parents understand how better to
relate and transfer information how better to
interact on a human-to-human level.
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AGENDA
Why new tools for advanced thinking what
thinking?
What is the HBDI model and implications
Meeting the needs of people to be developed
Whats the plan?
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THE CRITICAL COMPETENCIES IN 2010

• A recent study by the Corporate Leadership
  Council
• indicates that the business challenges of the
  future
• suggest a set of competencies critical to
  leadership
• success in 2010.
• Four roles will be paramount
• Master Strategist
• Change Manager
• Relationship Building/Network Manager
• Talent Developer

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What Skills the Successful Leader Will Possess in
2010?

• Cognitive ability both raw intellectual
  horsepower and mental agility
• Strategic thinking skills, especially with regard
  to global competition and the application of
  technology
• Analytical ability, especially the ability to
  sort through information sources and focus on the
  most relevant aspects
• The ability to make sound decisions in an
  environment of ambiguity and uncertainty
• Personal and organizational communication skills

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What Skills the Successful Leader Will Possess in
2010?

• Influence and persuasion within the organization
  as well as with customers, suppliers, strategic
  partners, external constituents, and investors
• The ability to manage in an environment of
  diversity
• This includes not only managing across cultures
  in a global workplace, but employing a variety of
  management styles to deal with multiple
  generations in the workplace

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What Skills the Successful Leader Will Possess in
2010?

• The ability to delegate tasks and
  responsibilities to others, while at the same
  time managing risk and establishing appropriate
  controls
• The ability to identify, attract, develop, and
  retain talent at all levels
• Personal adaptability the ability to learn from
  experience and adjust course accordingly

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AGENDA
Why new tools for advanced thinking what
thinking?
What is the HBDI model and implications
Meeting the needs of people to be developed
Whats the plan?
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• HERRMANN BRAIN DOMINANCE INSTRUMENT
• (HBDI)

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DIVERSITY
DIFFERENCES
MENTAL?
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The Origin of the Model
Physiology
Architecture
Metaphor
Application
D
A
D
A
B
C
B
C
The Brain
The Organising Principle
The Whole Brain Model
The HBDI
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Whole Brain Model
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WHOLE BRAIN MODEL
A
Upper Mode Thinking Processes
LOGICAL ANALYTICAL FACT- BASED QUANTITATIVE
Upper Left
Upper Right
D
HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING
Left Mode Thinking Processes
Right Mode Thinking Processes
ORGANIZED SEQUENTIAL PLANNED DETAILED
INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL
B
C
Lower Left
Lower Right
Lower Mode Thinking Processes
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WHOLE BRAIN MODEL
Upper Mode Thinking Processes
Upper Right
D
Upper Left
A
HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING
LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE
Left Mode Thinking Processes
Right Mode Thinking Processes
INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL
ORGANIZED SEQUENTIAL PLANNED DETAILED
C
Lower Right
Lower Left
B
Lower Mode Thinking Processes
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WHOLE BRAIN MODEL
Upper Mode Thinking Processes
Upper Right
D
Upper Left
A
HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING
LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE
Left Mode Thinking Processes
Right Mode Thinking Processes
INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL
ORGANIZED SEQUENTIAL PLANNED DETAILED
B
Lower Left
Lower Right
C
Lower Mode Thinking Processes
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Preference Competency
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Different HBDI Profiles Double Dominances
Left Dominant
Right Dominant
Limbic Dominant
Cognitive Dominant
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Different HBDI Profiles Triple Dominances
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Different HBDI Profiles Quadruple Dominance
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TEAM COMPOSITE
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TEAM AVERAGE
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TEAM PROCESS FLOW
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EXECUTIVE TEAM PREFERENCE MAP
NORMAL
UNDER PRESSURE
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COACHING GROUP
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THE HBDI LEARNING
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AGENDA
Why new tools for advanced thinking what
thinking?
What is the HBDI model and implications
Meeting the needs of people to be developed
Whats the plan?
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CONCLUSION

• When it comes to thinking, there is no one right
  way
• We need to appreciate the strengths of the
  quadrants
• and the value that each adds
• We need to first seek to understand, before
  expecting
• to be understood
• The message received is the message conveyed

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