HErrmann Brain Dominance Indicator (HBDI)

Herrmann Whole Brain Thinking Model

The Herrmann Brain Dominance Indicator is a self assessment survey which helps people to understand their unique thinking preferences.

The development of specific thinking styles takes place during our childhood and adolescence, and is more or less complete by early adulthood. These preferences shape our choice of specialisation in the work place, and our ways of communicating and interacting. Subjects for which we have a preference are effortless, whereas those we do not like, become more stressful and can be avoided completely.

At the individual level, there will be areas of effortless capability and areas where it is a real struggle. To end up in a role where our thinking preferences do not match our job description can lead to stress and burn-out, whereas where the individual is aligned with their thinking, it will energise and engage them.

As a consequence the Herrmann Brain Dominance Indicator (HBDI) is an excellent tool for a myriad of situations, from the individual’s Personal to Team and up to Organisational Development.

At the personal level, a conscious understanding of the thinking preference can assist with:

• Career Planning
• Performance Management
• Project Participation
• Building Communication Skills
• Teamwork
  

HBDI & Team Profiles

Since different members of a team have different thinking preferences, it is essential to have the right collection of thinking depending on what a team is charged with.

Project implementation teams are often put together with the emphasis on achieving timelines and budgets. Little thought is given to how people will engage with the new system implementation, and this commonly means that the organisation does not get the full benefits from the project.

Teams chosen for innovating processes, are often locked into process type thinking, and miss true innovation by sticking with incremental improvements.

Where a project is being undertaken, it is essential that the team members be chosen for their ability to contribute effectively to the task at hand. When members of the team are conscious of their thinking preferences, the result is shortening the “storming” stage of team development, and moving rapidly to the “performing” stage of their operation.

Where two teams have specific and different thinking preferences, there can be a disconnect between divisions of an organisation. This can be seen clearly when an operational division interacts with a marketing department. The two divisions can be at odds with each other because one is focussed on delivery and process, and the other is focussed on gaining clients or releasing a new product. The other area where there is often conflict is between finance and staff engagement services.

HBDI & Pair Profiles

The HBDI can be used very effectively for two individuals to understand each other’s preferences and significantly improve communication, collaboration and effectiveness for both individuals.

One CEO uses the pair profile with each of his direct reports so he can be mindful of their gaps and overlaps when he communicates with each of them.

HBDI and Organisational Development

Where an organisation widely uses the thinking profiles, it provides a useful tool to asses the organisation’s development needs.

Traditionally organisations favour left-brained thinking: Profit and Process. However, developed nations’ organisations need to find a new edge; process and profit improvements will only provide incremental gains. Innovation in products and services that engage consumers’ sense of aesthetics or attachment are required in this millennium – Right Brained thinking provides this competitive edge.

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