Thinking Preferences - Impact on Teams
Much research has been conducted on how the brain processes information. Beginning with an 'accidental' discovery of the dual (right/left) functioning of the brain during experiments on epileptic patients, the understanding of how the two halves of the brain process information, how they work together, and the impact of this on thought, emotion and behaviour has developed into a beneficial leadership development tool.
Just as the Myers-Briggs Personality Type Indicator (MBTI) is useful for introducing people to the importance of understanding diversity as shaped by personality characteristics, the Herrmann Brain Dominance Instrument (HBDI) is a powerful tool for leaders in understanding the impact of thinking preferences on team dynamics.
The HBDI profile illustrates and explains the way people prefer to think, learn, communicate and make decisions. As we interact with the world, different situations require different types of thinking. Through understanding personal thinking preferences, leaders can optimise their ability to adapt their thinking, decision making and coimmunication style to a given situation.
Dattner Grant's one- or two-day workshop is based on individuals completing the HBDI and then aggregating the results to reveal patterns in the team/organisational distribution. These insights are then used to explore how leaders - across and within functions - can make best use of these differences, in terms of improving current work activity, managing change and driving innovation.
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