HBDI whole brain model Preferences

RATIONAL

Analyzes
Quantifies
Is Logical
Is Critical
Is Realistic
Likes Numbers
Knows About Money
Knows How Things Work

Takes Preventive Action

Establishes Procedures
Gets Things Done
Is Reliable
Organizes
Is Neat
Timely
Plans

OPERATIONAL

EXPERIMENTAL

Infers
Imagines
Speculates
Takes Risks
Is Impetuous
Breaks Rules
Likes Surprises
Is Curious / Plays

Is Sensitive to Others
Likes to Teach
Touches a Lot
Is Supportive
Is Expressive
Is Emotional
Talks a Lot
Feels

INTERPERSONAL
1988-1997 The Ned Herrmann Group

Communications a listener expects and appreciates

A

Expects:

Expects:

Brief Clear and precise info

Technical accuracy
Data and fact-based
Ideas presented in logical format

Conceptual frameworks and overviews

Freedom to explore and question
Visuals and metaphors
Emphasis on long-term and big picture

Appreciates:

Appreciates:

Critical Analysis
A good debate
Efforts to spend time wisely

Initiative and imagination

Connections to other approaches
Newness and a fun approach

Expects:

Expects:

Thorough, timely and reliable follow

through
Alignment with well established
procedures
Assurance that this has worked in the
past
A written schedule and action plan

A good attitude and personal relationship

References to people involved
Empathy and considerations of their
needs
To anticipate or know how people will
react

Appreciates:

The personal touch/sensitive to feelings

Group discussion and consensus
A harmonious approach

Very low risk

A written communication before session
A scheduled appointment

Appreciates:

1993-1997 The Ned Herrmann Group

Communications - listen for

A

Rational

Experimental

Uses facts to illustrate points

Speaks in phrases

Very matter of fact

Abstract - uses metaphors

Displays little emotion

Asks questions that lead to

other questions

Operational

Completes each thought

Interpersonal

Uses stories to illustrate

points

Very concrete in speaking

Talks out loud or to self
Asks questions that have
answers

Is animated - gestures

C
1993-1997 The Ned Herrmann Group

Teams Trust related to HBDI preferences

A

D
I need to know I am
dealing with someone
who knows their stuff
and has the right
expertise

Reliability and
coming through as planned
are essential for me
to have trust

I need to have the freedom to

be myself and feel that my
uniqueness adds value

I need to feel good about the

personto sense that they
understand my point of view to
really feel trust

Teams preferences applied to influencing, working and

leading in teams
WHAT'S THE THEORY OF THE CASE?

A
B

Define goals & objectives

Logically solving problems
Critical analysis & theory
Efficiency, cost & data
Achieving quantifiable outcomes
GETTING DOWN TO BUSINESS
MOVING TOWARD CLOSURE
Attention to order, detail & procedures
Moving from point A to point B
Task allocation, organization & planning
Follow-up & scheduling with timelines
Making sure everything is under control
HOW CAN WE MAKE THIS HAPPEN?

CHALLENGE THE STATUS QUO

D
C

Strategizing & visualizing the future

Risk taking & experimenting
Combining & connecting concepts
Brainstorming new ideas & solutions
Big picture perspective
BREAKTHROUGH THINKING
BUILDING COOPERATION
Mediating & facilitating
Sharing, listening & expressing
Collaborating & building relationships
Intuitive sensing of underlying issues
Being sensitive to peoples needs
BE PART OF THE TEAM

1993-1997 The Ned Herrmann Group

Teams HBDI applies to typical team stages

FORMING
A

PERFORMING
A
Recognize
achievement

Celebrate
success

Set new
targets

Document
process and
results for
continuous
improvement

Develop
operating
agreements
and define
consequences
B Clarify roles

Develop shared
leadership based
on expertise
Communicate
success

Clarify
mission or
mandate,
expected
results

Build shared C
purpose and
vision
Identify how team
work relates to the
organization
Get to know
each other
Share
values

NORMING
A

Evaluate
team and
results against
performance
goal
Chart
progress
Acknowledge
effort

Make time
for creative
thought,
humor and
fun

STORMING

Give & receive

feedback
Practice open
and honest
communication
D
Socialize

Select 1 or 2
performance
goals
Identify where
breakdowns occur
Refer to operating
agreement
Confront
B deviations
from
agreement

Encourage C
diverse ideas
Connect diverse
perspectives
Refer to vision
Surface conflict
Focus on
behaviors not
individuals
Seek input

1988-1997 The Ned Herrmann G