HBDI – Herrmann Brain Dominance Instrument

HBDI – The Herrmann Brain Dominance Instrument is a self-assessment survey which helps people to understand their unique thinking preferences.

To be 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 them and produce improved results.

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. As a consequence the Herrmann Brain Dominance Instrument (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

For more information about how HBDI will improve the effectiveness of your people contact Andrea today on 1300 611 288 or info@KONA.com.au

HBDI for Teams

At a team level 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 focused on delivery and process, and the other is focused on gaining clients or releasing a new product. The other area where there is often conflict is between finance and staff engagement services.

For more information about how HBDI will improve the effectiveness of your team contact Andrea today on 1300 611 288 or info@KONA.com.au