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Whole Brain Certification Manual.

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Table of contents ...........................................................................................................................2
Table Figures ..................................................................................................................................3
Program Introduction ....................................................................................................................4
Contents .....................................................................................................................................4
Welcome ....................................................................................................................................4
Course Overview ........................................................................................................................4
Learning Focus ...........................................................................................................................4
The Brain 101 .................................................................................................................................6
Contents .....................................................................................................................................6
Brain Structures .........................................................................................................................8
Brain Surface ........................................................................................................................... 10
Neurons................................................................................................................................... 10
Interesting Brain Facts ............................................................................................................ 11
Origin of HBDI® ........................................................................................................................... 12
Contents .................................................................................................................................. 12
Who is Ned Herrmann? .......................................................................................................... 13
Left Brain/Right Brain.............................................................................................................. 14
Triune Brain Model ................................................................................................................. 16
Dominance .............................................................................................................................. 17
The Whole Brain® Model ............................................................................................................ 18
Contents .................................................................................................................................. 18
HBDI Overview ........................................................................................................................ 21
A: Rational – Logician .............................................................................................................. 22
B: Practical – Organiser ........................................................................................................... 24
C: Relational - Communicator ................................................................................................. 26
D: Experimental - Visionary..................................................................................................... 28
Your HBDI® Profile ....................................................................................................................... 30
HBDI® Package Elements ......................................................................................................... 31
HBDI® Do’s and Don’ts............................................................................................................. 32
Communicating with Others ....................................................................................................... 33
Communication Style Preferences .......................................................................................... 34
Relationship Management .......................................................................................................... 36
Understanding Your Team Using The Whole Brain Model ..................................................... 38

2
Figure 1: Basic Brain Structure .......................................................................................................9
Figure 2: Neuron Structure ......................................................................................................... 10
Figure 3: Triune Brain Model ...................................................................................................... 16
Figure 4: Whole Brain Model ...................................................................................................... 17

3
  Course overview
 Learning focus
 Diversity activity

Welcome to the Herrmann Brain Dominance Instrument® (HBDI®) session.

This learning guide has been prepared to assist you in getting the most out of the session. It
contains information and further references that will support you throughout the workshop
and back in the workplace.

This program is designed to assist you in becoming familiar with the HBDI® psychometric tool
and the theory of Whole Brain Thinking® and the application of this when working in a team.

The overall objective of this program is to equip you with the skills and knowledge to enable
you to apply Whole Brain Thinking® within the operational environment of your business and
to enable you to work and communicate more effectively with your colleagues.
The program is designed to give you tools and strategies to develop strategies to build
relationships within your team.

4
At the end of this program you will:

 Understand diversity of thinking styles using the Herrmann Brain Dominance

Instrument (HBDI)
 Identify your own brain thinking preferences
 Recognise brain thinking preferences in others
 Develop strategies to tailor communication with others to suit their preferences

5
  Brain structures
 Brain surface
 Neurons

This section is designed to give you an insight into the development of the human
brain. This lays the groundwork in understanding the nature of thinking and the
‘normalness’ of preferences.

6
T he human brain performs a number of incredible tasks, from survival tasks,
including controlling body temperature, heart rate, blood pressure and breathing,
to accepting and processing information about the world around us. Unique to the
human brain is the ability to reason, imagine and conceptualise.

The brain is part of the central nervous system. It weighs approximately 1.4 kilos
and contains approximately 100 billion nerve cells (neurons) and trillions of support
cells called glia. The brain is divided into two hemispheres and each hemisphere
communicates with the other through the corpus callosum, a bundle of nerve
fibers.

The brain is divided into a number of different parts. While it is not important to
have a complete understanding of the brain in order to understand the Whole
Brain® model, a basic understanding of the brain and its main functions is an
advantage.

‘The chief function of the body is to carry the brain around.’

…Thomas A Edison

7
The human brain is made up of the following main structures.

Structure Main functions Description

Cerebral Cortex Thought, voluntary The cortex is a sheet of tissue that makes up the
(Cerebrum) movement, outer layer of the brain. The right and left sides are
language, reasoning, connected by a thick band of nerve fibers called the
perception corpus callosum.
Cerebellum Movement, balance, The cerebellum is located behind the brain stem. It is
posture similar to the cerebral cortex in that it’s divided into
two hemispheres and has a cortex surrounding
them.
Brain Stem Breathing, heart The brain stem is the area between the thalamus
rate, blood pressure and the spinal cord. It is responsible for the most
basic functions of life.
Hypothalamus Body temperature, The hypothalamus is located at the base of the brain
emotions, hunger, and is about the size of a pea. Amongst other things,
thirst, circadian the hypothalamus acts as a thermostat, regulating
rhythms the body’s temperature; and it manages our 24 hour
body clock (circadian rhythm).
Thalamus Sensory processing, The thalamus receives sensory information and
movement relays it to the cerebral cortex. The cortex also sends
information back to the thalamus to transmit to
others areas of the brain and spinal cord.
Limbic System Emotions, memory A group of structures (including the hippocampus,
mammillary bodies, and cingulate gyrus) important
for controlling the emotional response to a given
situation.
Basal Ganglia Movement A group of structures important in coordinating
movement and controlling voluntary movement.
When altered, the person has unwanted movements
such as in Huntington disease.
Midbrain Vision, audition, eye The midbrain is approximately 2cm long and forms a
movement, body major part of the brain stem. It controls sensory
movement processes.

8
 www.epilepsy.org.au

Figure 1: Basic Brain Structure

www.pakmed.net

9
The brain has the consistency of warm butter. 10% of it is fat because many of the brain’s
nerve fibres are wrapped in a fatty sheath called Myelin. The Myelin Sheath is vital as it
insulates the nerves allowing electrical impulses to travel quickly around the brain.
The brain consumes a lot of energy, and because it’s tightly enclosed inside the skull, there’s a
limit to how much blood can be supplied to active areas. Thinking hard tires your brain.
Although, as with any other muscle in the body, the more you use your brain, the better it
works.
The brain is wrinkly in order to create more surface area (and ensures it fits within our head!)
The ‘wrinkles’ in the brain are called the gyri and sulci.

Parts of a neuron
There are three basic parts to a neuron:
Cell body (Soma) – responsible for sending and receiving nerve impulses and for making
proteins and using energy for the maintenance and growth of a cell.
Axon (nerve fibre) – a tubelike extension of the neuron body. It is specialised to carry
messages. It can make contact with as many as 1000 other neurons. Some axons are covered
by a myelin sheath.
Dendrites – also tubelike extensions of the cell body that form a pattern resembling the limbs
of a tree. Dendrites are specialised to receive impulses, mostly from the axon of another
neuron. The place where one neuron communicates with another are called synapses.

Figure 2: Neuron Structure

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Every experience in life shapes the brain. Nurture has up to 70% effect on the brain.

 There are 5 – 10% more connections between the female left and right brain (through
the corpus callosum) than in males. Boys’ brains mature three years later than
females.

 Your brain uses about 20% of your body’s energy but makes up only 2% of your body
weight.

 Your brain generates 25 watts of power while you’re awake – enough to illuminate a
light bulb.

 The average number of neurons in a human brain is 100 billion.

 When you were born, your brain weighed about 350 – 400gms and you had almost all
the brain cells you will ever have. In fact, your brain was closer to its full adult size than
any other organ in your body.

 Your brain stopped growing at age 18.

 It is a misconception that humans only use 10% or less of the brain. Every part of the
brain has a known function.

 There are no pain receptors in your brain. Doctors can operate on your brain while
you’re awake and you won’t feel a thing.

 The brain can stay alive for 4 to 6 minutes without oxygen; after that cells begin to die.

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  Who is Ned Herrmann
 Left brain/right brain
 Triune brain model
 Dominance

HBDI® and Whole Brain Thinking® was developed by Ned Herrmann who based his research on
the scientific works of Roger Sperry (split-brain research) and Professor Paul Maclean (Triune
Brain Model).

I n 1976, while researching the brain as the source of creativity, Ned Hermann
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 specialised 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® (Herrmann Brain Dominance Instrument®).
(Source: www.hbdi.com)

12
The human brain is something which we as a culture, we as a civilization, we as a people, we as
individuals, have not done our homework on. We don't teach the brain. We should! Most of us
don't understand it. We need to.
…Ned Herrmann

William ‘Ned’ Herrmann

For the last two decades of his life, William ‘Ned’ Herrmann dedicated his life to applying brain
dominance theory to teaching, learning, increasing self-understanding and enhancing creative
thinking capabilities on both an individual and corporate level. Ned's contribution to the
universal application of brain dominance brought him worldwide recognition. In 1992, he
received the Distinguished Contribution to Human Resource Development Award from ASTD -
an honor symbolic of the significance of Ned's work. He keynoted world conferences on
Creativity, Gifted and Talented Children, Instructional Systems Design, Training &
Development, Creative Management and Cerebral Dominance just in the last few years. In
1993, he was elected President of The American Creativity Association. Ned was inducted into
the HRD Hall of Fame in February 1995 at the Training '95 Conference in Atlanta. He received
an Honorary Doctor of Science from the University of Alaska Fairbanks in May 1995.
Though known today as a master of human resource development, in college Ned studied the
sciences and performing arts. He majored in both physics and music. This dual interest in both
the arts and sciences seemed to pull him in two different directions but continued to intrigue
him throughout his long career with General Electric. With this background, Ned was well
prepared for what would eventually become his life's work: to integrate the scientific study of
the brain with the study of creative human development, in his search for the nature and
sources of creativity.
Ned became Manager of Management Education for GE in 1970. With his primary
responsibility of overseeing training program design, the issue of how to maintain or increase
an individual’s productivity, motivation, and creativity were serious concerns. A prolific
painter and sculptor himself, personal experience was a valuable resource. In fact, Ned's
participation in an art association panel on creativity first opened his eyes to the burgeoning
research on brain function, particularly with regard to the left and right hemispheres of the
cerebral cortex. He integrated his own concepts with Left Brain/Right Brain and Triune Brain
theories into a new "brain dominance technology" which produced immediate and dramatic
advances in an individual's self-understanding, productivity, motivation, and creativity.

13
In 1978, Ned created the Herrmann Participant Survey Form to profile workshop participant's
thinking styles and learning preferences in accordance with brain dominance theory.
Sponsored by GE, he developed and validated the Herrmann Brain Dominance Instrument
(HBDI), the scored and analyzed Participant Survey, and designed the Applied Creative
Thinking Workshop (ACT), which has been internationally recognized as a leading workshop on
creative thinking. Continuing research and application of the HBDI led to the development of a
comprehensive four part Whole Brain Model, which Herrmann International continues to use
today.
Ned was featured in Business Week, New Age Journal, Discover, USA Today, Training and
Reader's Digest. These are just a few of the many national, as well as international
publications that have acknowledged his work. He was named Brain Trainer of the Year in
1989 by ASTD was included in the Executive Excellence Magazine's listing of 100 personalities
with unique perspectives on Management and Leadership.
Ned's successful book, The Creative Brain, now available in paperback, allows laymen and
professionals to benefit from his knowledge of thinking and learning styles, brain function,
creativity and training. Ned's second book, The Whole Brain Business Book, was published by
McGraw-Hill in 1995.
Ned’s wife, Margaret Herrmann, and his three daughters are actively involved in the work that
Ned began. Ned passed way on December 24, 1999 after a valiant battle with cancer.

Roger Sperry
Nobel Prize Winner (1981) Roger Sperry conducted what are sometimes called the ‘split-brain’
experiments where a patient suffering from uncontrolled seizures had an area of their brain
removed by surgery in an attempt to control their illness. This area was the corpus callosum.
Through his experimentation, Sperry, quite by accident, was able to then look at the
differences in the brain functions of the left and right brain and that each side of the brain had
a characteristic way that it both interpreted the world and reacted to it.
Left brain/right brain theory
Our brain, like the rest of our anatomy, is made up of two halves, a left brain and a right brain.
There's a big fold that goes from front to back in our brain, essentially dividing it into two
distinct and separate parts. They are connected to each other by a thick cable of nerves at the
base of each brain. The sole link between the two giant processors is called the corpus
callosum.
The left side of our brain typically has the characteristics of being: logical, sequential, rational,
analytical, objective and looks at parts of things rather than the whole. The right side of our
brain is typically: random, intuitive, holistic, synthesising, subjective, and prefers to look at
things as a whole.

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15
Paul Maclean
In the 1970s, Dr Paul McLean, head of the Laboratory for Brain Evolution and Behaviour at the
National Institute for Mental Health, proposed the triune brain theory, according to which the
human brain is, in reality, three brains, operating like ‘three interconnected biological
computers’, each having its own special intelligence.
Reptilian Brain
The first ‘layer’ according to MacLean is an ancient, reptilian brain called the ‘Reptilian’ brain.
Its function is biological and physical. It is connected with territory, possessions and physical
space.
Limbic/mammalian brain
The second, and next oldest brain is the ‘limbic’ or ‘mammalian’ brain. It registers rewards and
punishments, is the seat of emotion, and controls the body’s autonomic nervous system. Its
function is social and emotional and is concerned with status and hierarchy. It is responsible
for decision making.
Neo-cortex (cerebral)
Finally, over the limbic brain lies the neocortex, or ‘thinking cap’. Its function is conceptual and
intellectual, concerned with role models, ideas and culture.

Figure 3: Triune Brain Model

16
Whole brain
Ned Herrmann showed that by incorporating the research of Paul McLean of the Triune Brain
and Roger Sperry's Left Brain/Right Brain function, we can build a model of the human brain
with two paired structures, the two halves of the cerebral system and the two halves of the
limbic system.
Paired-structures
One further concept important in understanding Ned Herrmann's Whole Brain Model is
dominance. The evidence of human dominance shows that wherever there is two of anything
in the body, one is naturally dominant over the other. Therefore like we are right or left
handed, we are also naturally `footed', `eyed'. `kidneyed', etc. We can also be thought of as
`brained'. Since dominance can only occur between paired structures, the Herrmann Brain
Dominance Model focuses on the Limbic and Cerebral layers of the Triune Brain.

Figure 4: Whole Brain Model

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  HBDI® overview
 A: Rational – Logician
 B: Practical – Organiser
 C: Relational – Communicator
 D: Experimental - Visionary

Whole Brain® technology is the art and science of understanding how individuals think. It
provides a basis for measuring different thinking preferences by determining the degree of
dominance that has developed among four thinking styles.

18
 T hinking styles are represented in the Whole Brain® Model as a left-right bias for
the left and right hemispheres of the brain and upper and lower bias for the
cerebral and limbic functions of the brain.
Every healthy individual has the capability to choose any of these four thinking
styles. As individuals our preferences give different weight to each thinking style.
We have a baseline thinking style profile and situation and stress profiles. These
can be interpreted from the HBDI® report. The HBDI® report is a measure of
thinking preference not a measure of performance.

We are not single individuals… We are a coalition of different selves. We are to a substantial
extent in charge of our own mental process more so than we are inclined to accept.
…Ned Herrmann

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20
What is HBDI®
The Herrmann Brain Dominance Instrument is a thinking styles assessment tool. It identifies
your preferred approach to emotional, analytical, structural and strategic thinking.
HBDI® History
Ned Herrmann created and developed the Herrmann Brain Dominance Instrument (HBDI®) in
the 1970s while he was a manager at General Electric. Starting his research with large groups
within GE, he expanded it over 20 years through tens of thousands of surveys. It combines
Roger Sperry's left/right brain theory and Paul MacLean's triune model (rational brain,
intermediate brain and primitive brain) to produce a quadrant model of the brain.
Validity of HBDI®
The HBDI® is the result of extensive validation and has been developed and modified taking
into account the results of continuing brain research. Three examples of the rigorous
validation for the HBDI® are:

 Validation studies of C. Victor Bunderson and James Olsen of Wicat and later by C.
Victor Bunderson and Kevin Ho. Schadty and Potvin at the University of Texas
 Through the research and experimentation of leaders in the field including Roger
Sperry, Robert Ornstein, Henry Mintzberg, and Michael Gazzaniga
 Hundreds of EEG experiments carried out by Ned Herrmann.

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Quadrant summary 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.

Descriptors Analyses, logical, critical, realistic, knows about money, knows

how things work, quantifies, like using numbers.

Key skills Analysis, evaluation, qualification, technical, financial, feasibility

studies, critical assessment, collecting data, understanding how
things work, judging ideas based on facts, criteria and logical
reasoning.

Style Analytical thinking - Rational, thorough, precise, logical,

authoritative, factual, critical, technical and quantitative.

Can appear to the Rigid, ruthless, cold and calculating, short term, limited by the
opposite(Red)… need for proof/explanation.

Typical professions Doctors, engineers, lawyers, bankers, aviation, research,

medicine.

Facts
Statistics

Figures
Other

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23
Quadrant summary 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.

Descriptors Control, organised, reliable, safekeeping, dependable,

structured, detailed, safekeeping, structured, organized,
complexity or detailed, planned.

Key skills Organisation, implementation, accuracy, administration,

operational planning, practical tasks, completing tasks.

Style Sequential thinking - Careful, methodical, procedural, reliable,

predictable, disciplined, doer, following directions, detail
oriented work, step-by-step problem solving, organization and
implementation

Can appear to the Controlling, nit-picking, bossy, inflexible.

opposite(Yellow)

Typical professions Planners, project managers, events coordinators, bookkeepers,

administrators, supervisors, insurance brokers, security,
personal assistants, public servants, accountants.

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25
Quadrant summary A primary preference in this quadrant would suggest you are
naturally in tune with and sensitive to other’s needs, mood,
aptitudes, atmosphere, or energy level. There is usually an
attraction to people-related tasks, plus an ability to relate to
others.

Descriptors Emotional, spiritual, people, feeling, satisfaction, kinaesthetic,

sensory.

Key skills Customer relations, teaching/training, communication,

anticipating needs, team awareness.

Style Interpersonal thinking - Caring, friendly, sociable, empathetic,

humanistic, emotional, listening to and expressing ideas,
looking for personal meaning, sensory input, and group
interaction.

Can appear to the Overly sensitive, un-business-like, sentimental, too talkative.

opposite(Blue)

Typical professions Teachers, trainers, musicians, sales people, social workers.

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27
Quadrant summary With a D quadrant preference you can usually handle several
mental inputs simultaneously, making rapid connections and
you feel comfortable with abstract concepts.

Descriptors Spontaneous, aesthetics, risk taker, fantasy, pleasure, visual,

holistic, intuitive, innovative, and conceptual

Key skills Innovation, vision, lateral thinking, synthesis, holistic and

strategic thinking, catalyst for change.

Style Imaginative thinking - Exploring, imaginative, adventurous,

experimental, artistic, looking at the big picture, taking
initiative, challenging assumptions, visuals, metaphoric thinking,
creative problem solving, long term thinking.

Can appear to the Unfocussed, impulsive, rash, oblivious of deadlines, vague,

opposite(Green)… given to tangents.

Typical professions Organisational development consultants, entrepreneurs,

strategists, artists.

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29
Contents

 HBDI® package elements

 HBDI® do’s and don’ts
 Further information

Your HBDI® folder includes a set of valuable resources that will assist you in understanding
your unique profile.

30
 As a participant of this workshop, you were asked to complete the HBDI® survey.
Your survey responses were used to create your unique thinking style profile. As
well as a transparent sheet displaying your profile, you will also receive resources
explaining all of the elements within your profile.

Your facilitator is a certified practitioner of HBDI® and the Whole Brain® model.
They have completed extensive training and must show their ongoing competency
in the model in order to maintain their certification; this will ensure you receive
accurate quality advice and information regarding your profile and how to best
apply the Whole Brain® theory to your work/life situation.

Package structure
Your HBDI® Profile pack includes the following:

 Profile overlay
 Data summary page
 Understanding the Herrmann Whole Brain® Model Booklet

Booklet contents
The booklet included within your profile pack is designed to assist you in understanding your
unique profile as well as understanding the model itself. It includes the following topics:

 A: The background of the Herrmann Whole Brain® Model

 B: Reading your HBDI® profile step by step
 C: How does your HBDI® profile impact your work and compare to others
 D: Exploring your HBDI® profile – Ideas and Exercises

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 DO remember HBDI® is about PREFERENCE not COMPETENCY
 DO consider HBDI®, gender balance , and other diversity when forming short-term
and long-term teams
 DO learn more about HBDI® and share your application with your team
 DO incorporate HBDI® learning’s into your communications
 DO have fun using HBDI®
 DON’T stereotype or label (e.g.: ‘those reds are touchy, feely types’.. ‘that’s a
typical yellow comment’)
 DON’T assume preference and skills; that is just because individuals have a certain
preference that it is the ‘only part of the brain’ they can or want to use (eg: ‘all
greens love project planning)

32
Contents

 Communication style preferences

 Establishing rapport using verbal and non-verbal communication
 Promoting two-way communication
 Barriers to effective communication

Initiating, building and maintaining relationships are the foundation of success in business.
Underpinning the relationship management process is communication. In this chapter we will
explore the communication process and use our knowledge of type and preference to develop
communication strategies.

33
The HBDI® helps us understand…

 Communication styles and why communications in a group are effective or not.

 The influence of Thinking Preferences on the kinds of words and images that
people choose to use and how they organize and communicate them.
 How a person can feel irritated, impatient and frustrated when they are
communicated to in a style that is different than their preferences.
 Why people make negative judgments about the communicator and the content in
the communications when the communication style is different than their
preferences.
 How to be flexible in the way we're communicating rather than say the same thing
over again, only louder.
 That most teams are mentally diverse. When people value mental diversity and
differences they are likely to be more effective and creative because they
complement each other.
 When people believe that differences are a problem and need to be eliminated
from the organization, there's more likely to be conflict.

- Facts / No fluff - Minimal details

- Critical analysis
- Technical accuracy
- Goals and objectives
- Well articulated ideas
- Brief, clear, precise information
- Data / fact based charts
- Metaphors/visuals
- Freedom to explore
- Overview/Big Picture
- New, fun, imaginative
- Conceptual framework
- Aligns with long-term strategy

Communication Model

- Thorough with references - Awareness of how people feel

- Detailed time-action plan
- Step by step / concise
- In writing, in advance
- Rules and procedures
- Contingency plans
- No digressing
- Awareness of effect on others
- Listening and understanding all
- Open, informal discussion
- Expressive body and voice
- Introductions and conversation
- No hidden agendas

34
 TELL THEM
- Your objective TELL THEM
- What you want to achieve by the end of the - Why you are talking to them
presentation - Why this is important to them
- Key facts and numbers - What other significant issues are involved
- Research that backs up what you’re saying - The main points
- Underlying assumptions - Where this fits in the big picture
SHOW THEM BY SHOW THEM BY
- Using facts and numbers - Using colour
- Showing evidence of clear analysis - Using conceptual, big picture visuals
- Keeping to the point - Using metaphors
- Showing the logic of the ideas - Talking in a fast and engaging manner
- Providing references

How to avoid frustrating

each quadrant
TELL THEM
TELL THEM
- Who the audience is
- How much time you need
- What you know about them
- When and where events will occur
- Who has used this
- What resources you’ll need
- How others feel about it
- How many people are involved
- How it is user-friendly
- What constraints you are under
- How it benefits others
- What approach you’ll use
SHOW THEM BY
- What safety measures are in place
- Introducing everyone and interacting with the
SHOW THEM BY
audience
- Providing details and references
- Letting them touch, feel and experience it
- Using bullet points
- Telling real customer stories
- Presenting in sequential order
- Being enthusiastic
- Using a neat, clear and structured format
- Acknowledging emotions

Communication methods
In the table below, identify different communication methods used to interact with team
members in your organisation (some methods have already been provided). Identify the
quadrant/s that these methods would best suit.

A B C D

35
Contents

 Understanding your team with the Whole Brain Model

Building and maintaining relationships is built on an understanding of diversity and difference.

In this section we will explore the behaviours of the different quadrants and apply this to
practical application of establishing professional relationships.

36
37
The Whole Brain Model
The Whole Brain Model is a mental model that describes Thinking Preferences. These are the
ways of thinking that we find most satisfying and seem to come more naturally for us at this
point in our lives. These ways of thinking often change as a result of significant emotional
experiences, life transitions and other important insights. Thinking Preferences describe the
patterns of what we prefer and don't prefer to pay attention to.
Thinking Preferences can be different than our skills or the content of our work or our
behaviour, depending upon the situation. When we think or function differently than our
Preferences, even if we have excellent skills, it's more likely that we'll find it somewhat
uncomfortable and consuming more of our energy.

38
You can look for clues that will provide hints as to the preferences of individuals. Look at what
they wear, how they interact with others, look at their workplace, find out about their hobbies
and listen to the words they use.
What are some of the clues that people can gather when they meet you?

- Wants to see statistics on

performance
- Looks at energy efficiency
- Looks at cost of vehicle, trade-
in value
- Compares with other vehicles
- Is interested in ease of
maintenance
- Wants to know how it works
- Likes power and precision
handling
- Looks at the aesthetic qualities:
sportiness, colour, form, cutting
edge qualities
- Wants it to fit the dream,
personal image, long-range plans
- Is more willing to experiment
and take some risks
- Is 1st model buyer, early
innovator

Buying a Car

- Is interested in safety features

and durability
- Cares about the practicality of
size, number of doors, storage
space, stain resistant materials,
features such as interior
trunk/fuel unlock
- Looks at maintenance
requirements
- Has done research and knows
what they want
- Cares about the feel and
comfort of the vehicle, user
friendliness of controls
- Wants to love the car
- Is influenced by friendliness of
sales and service organization
- Knows it’s the right choice
- Will buy based on a friend’s
recommendations

- All the President’s Men

- Apollo 13 - Star Wars
- Wall Street - The matrix
- Business Sunday - Total Recall
- The Financial News - 3rd Rock from the Sun
- The Science Show - Alice in Wonderland
- Tom Clancy Books - Hitchhikers Guide to the Galaxy
- Business Review Weekly

Movies, TV and Books

- Hope Floats
- A Few Good Men - Notting Hill
- The Last Emperor - Sleepless in Seattle
- Gandhi - Midday Shows (Oprah)
- Documentaries - Young & Restless
- Discovery Wildlife Shows - The Horse Whisperer
- DIY Manuals - Friends
- The book of lists - Who
- Woman’s Weekly

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- Technical
- Financial
- Accounting
Business/Industry
- Manufacturing
- Administration / Production
- Insurance / Security
- Very businesslike appropriate
fixtures or artwork
- Professional look and feel
- No excess, inappropriate
artwork or decorations
- Look of efficiency, consistent
with the industry
Office Environment
- Traditional look and feel
- No impractical or unnecessary
items
- Very practical layout and
decorations
- Plaques, company items on
display
- Very neat and orderly,
organized appearance
- Creative / Innovative
- Entrepreneurial
- Rapid growth
- Service oriented
- Association
- Educational
- Lots of colour and variation of
fixtures, items
- Aesthetically pleasing décor
- Maybe somewhat informal or
casual, more loosely structured
or non-traditional
- Original art and decorative
pieces
- Emphasis on space and light
- Friendly comfortable
atmosphere
- Warm colours and lighting
- Photos of employees, people
- Personal touch atmosphere
- Very inviting environment
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 - Artwork, ‘toys’
- Sparse
- Cluttered, paper piles
- Clean desk top
- Individually personal
- Orderly office
- Memorabilia / Unique
- A few professional items
collectibles

Work Space

- Filled with personal

- Company issues items, paintings
memorabilia
- Professional credentials
- Comfortable
- Highly organized
- Music playing
- Few personal items
- Welcoming

- Knowing the bottom line - Conceptual block busting

- Critical analysis - Play with an idea
- Break it down - The big picture
- Take it apart - Broad based
- Key point - Cutting edge
- Hardware - Synergistic
- Tools - Innovative

Typical Phrases

- Sequence
- Team work
- Play it safe
- The family
- By the book
- Interactive
- Self disciplined
- Participatory
- Law and order
- Human values
- Establishing habits
- Personal growth
- We have always done it this
- Human resources
way

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- Business like - Personalized look
- Formal - Matching colours, often vibrant
- Appropriate - Accessorized
- Pin-stripes - Independent, sport shirt

Dress

- Traditional - Comfortable
- Neat - Loose
- Conservative - Teaxtured, sweater
- Classic - Informal

- Little head or body movement

- Could look distracted
- Down to business attitude
- May look elsewhere, close eyes
- Looks may imply directness or -
- Sketches, doodles
challenge
- Impatient, fidgety
- Upright, straight, formal

Body Language

- No extreme facial expressions - Nods head a lot to acknowledge

- Studious - Lots of eye contact
- Arms to sides or folded - Speaking with eyes
- Serious, reserved - Frequent questions

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Activity: What colour am I?
Read the 4 descriptions below. Think about each person and the clues. Which quadrant/s do
you think they prefer?

Person 1 Person 2 Person 3 Person 4

Collects things Thinks a lot Likes music, arts Good with money
Neat and tidy Distant Likes colour Knows how things
Concerned about Full of ideas Laughs a lot work
details Likes solving Easy going Well organized
Well organized problems Likes people On time
Expressive Confident Casual Efficient
Down to Earth Not concerned about Gives anything a go Uncluttered
Gets involved in opinions Dresses well
Gets excited
things Likes the big picture Decisive
Appears disorganised
Writes lots of notes Knows the answers Good with machines
Empathetic
Gets things done Wants proof Critical
Gets distracted
Talks In a hurry

Based on the information and clues we have so far, use the diagram below to describe what
your team member will typically look for when working with you against each quadrant.

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 - Gathering facts
- Reading the signs of coming change
- Analyzing issues
- Seeing the big picture
- Arguing rationally - Recognizing new possibilities
- Forming theories - Tolerating ambiguity
- Measuring precisely - Integrating ideas and concepts
- Problem solving logically - Challenging established policies
- Financial analysis and decision making - Synthesizing unlike elements into a new
whole
- Understanding technical elements
- Inventing innovative solutions to problems
- Performing critical analysis - Problem solving in intuitive ways
- Working with numbers, statistics, data - Simultaneous processing of different input
and precision

Strengths
- Finding overlooked flaws
- Recognizing interpersonal difficulties
- Approaching problems practically
- Anticipating how others will feel
- Standing form on issues
- Intuitively understanding how others
- Maintaining a standard of consistency feel
- Providing stable leadership and - Picking up the non-verbal cues of
supervision interpersonal stress
- Reading fine print in - Engendering enthusiasm
documents/contracts
- Persuading, conciliating
- Organizing and keeping track of data
- Teaching
- Developing detailed plans and
- Sharing
procedures
- Understanding emotional elements
- Articulating plans in an orderly way
- Considering values
- Keeping financial records straight

Review the list above and identify 4 of your strengths and then colour the square with the
quadrant your strengths relate to.

Strength Quadrant

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 - Inarticulate, off the track
communication
- Repetition
- Excessive chatter
- Being too slow paced
- Vague, ambiguous approaches or
- Playing it safe or by the book
instructions
- Overt structure, predictability
- Illogical comments
- Absence of humour and fun
- Inefficient use of time
- Lack of flexibility, too much rigidity
- Lack of facts or data
- Inability to get concepts or metaphors
- Inappropriate informality
- Being drowned in detail
- Overt sharing of personal feelings
- Too many numbers
- Impression of not knowing the right
answer - Dry boring topic or style
- Fear of challenge or debate

Frustrations

- Unknown or absence of a clear agenda

- Lack of interaction
- Lack of organization
- Lack of eye contact
- Hopping around from subject to
- Impersonal approach or examples
subject
- Dry or cold, unenthusiastic interaction
- Too many ideas at once
- Insensitive comments
- Unpredictability
- Lack of time for personal sharing
- Being too fast paced
- All data, no nonsense
- Unclear instructions or language
- Lack of respect for feelings
- Too much beating around the bush
- Overly direct or brusque dialogue
- Incomplete sentences
- Critical attitude
- Lack of closure

Review the list above and identify 4 of your frustrations and then colour the square with the
quadrant your frustrations relate to.

Frustration Quadrant

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 WHY
WHAT
Expects
Expects
- An overview
- Technical accuracy
- A conceptual framework
- Brief, clear and precise information
- Frequent and spontaneous tasks
- Materials that are direct and to the point
- Idea chunks, visual
- Well articulated ideas presented in a logical format
- Freedom to explore
- Data and fact-based charts
- Metaphorical examples
- Presentation in alignment with corporate goals and
- Long-term objectives
objectives
- Connection to the big picture

Appreciates
Appreciates
- Critical analysis
- Initiative and Imagination, minimal details
- A good debate
- Connections to other approaches
- Efforts to spend time wisely
- Newness and a ‘fun’ approach

How to avoid frustrating

each quadrant

HOW WHO
Expects Expects
- A written schedule & action plan - Eye to eye contact
- Step by step unfolding the topic - Involvement with others
- Thorough, timely and reliable follow through - Empathy & consideration of their needs
- Alignment with well established procedures - A good attitude & personal relationship
- References and background information - Personal touch and informality
- Assurance that this has been done before - References to people involved
- Explanation of how it will happen - To know how othersw react
- Consistency - All to have equal consideration
- Their feelings respected
Appreciates
- A written communication before session Appreciates
- Proof that ‘homework’ has been thorough - The personal touch / sensitivity to feelings
- A scheduled appointment - Group discussion and consensus
- Very low risk - A harmonious approach

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 “Test the Theory” “Challenge the Status Quo”

- Defining goals and objectives - Strategising and visualising the future

- Logically solving problems - Risk taking and experimenting
- Critical analysis and theory - Combining and connecting concepts
- Efficiency, cost and data - Brainstorming new ideas and solutions
- Working toward quantifiable outcomes - ‘Big Picture’ perspective

Getting down to business Breakthrough thinking

Contributions to a team

“Make it Happen” “Be Part of the Team”

- Attention to detail and procedures - Mediating and facilitating

- Moving from point A to point B - Sharing, listening and expressing
- Task allocation, organization and planning - Collaborating and building relationships
- Follow-up and scheduling with timelines - Intuitive sensing of underlying issues
- Making sure everything is in order and control - Being sensitive to other people’s needs

Moving toward closure Kindling community spirit”

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- Working solo - Visualizing
- Accomplishing - Taking risks
- Analyzing data - Having variety
- Clarifying issues - Playing around
- Being challenged - Integrating ideas
- Logical processing - Inventing solutions
- Financial aspects - Seeing the big picture
- Feasibility analysis - Dealing with the future
- Applying formulas - Developing new things
- Making the numbers - Brining about change
- Analysis & diagnosing - Opportunity to experiment
- Solving tough problems - Seeing the end from the beginning

What do I bring to a
team?

- Having an ordered environment - Getting groups to work well together

- Getting things done on time - Building relationships
- Preserving the status quo - Being part of a team
- Planning things out - Working with people
- Attending to detail - Sensing the climate
- Establishing order - Listening and talking
- Paperwork tasks - Persuading people
- Structure tasks - Expressing ideas
- Being in control - Helping people
- Administering - Counseling
- Scheduling - Coaching

What do you bring to a team? What is your main contribution?

__________________________________________
__________________________________________
__________________________________________
__________________________________________
__________________________________________

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Great Brains in History

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