The Whole Brain® Model

The Whole Brain® Model (shown on

the right), based on 30 years
of research, is a validated metaphor
for how we think, providing a useful
framework to diagnose and describe
the different types of thinking involved
in any organization. It divides thinking
into four quadrants, two on the “left
brain” side and two on the “right
brain” side. All four of the different
thinking modes are in use and
available to all of us, but we tend to
prefer certain types over others.
In what kinds of situations can Whole
Brain® Thinking be used?
Any situation that requires thinking that goes beyond a
given quadrant's specialized mode can benefit from
Whole Brain® Thinking. To insure that each quadrant
has been explored in a given process, an approach
called a Walk-Around™ is used. (The Walk-Around™
pad is a great tool for facilitating this.)
The 4 examples of frequently used applications
of Whole Brain® Thinking
1. Decision Making
Most decisions benefit from a thought process that includes the review of
multiple options and perspectives. A typical example is the purchase of a car.
Quadrant A thinkers look at information on the actual performance of the vehicle.
Quadrant B thinkers read a consumer report to gather research on the reliability
and practical features (trunk size, safety records, etc.) of the vehicle. Quadrant C
thinkers test drive the car to see if it “feels” right. And Quadrant D focuses on the
aesthetics, color, styling and innovations of each model.
Using Whole Brain® Thinking—the thinking of all quadrants—contributes to a
better choice and avoids unpleasant surprises. Overlooking even one quadrant
can result in a less than ideal outcome.
2. Problem Solving
Every problem situation can benefit from a Quadrant A review of the data and
facts, as well as an analysis of the real problem at hand; the Quadrant D “big-
picture” context and possible creative ideas; Quadrant C viewpoint of the
“customer” of the problem and how the problem affects others; and Quadrant B
step-by-step process to solve the problem and implement the solution.
3. Improving team interactions and performance
Most teams are formed to make the most of the differences among team members.
But very often those differences stand in the way of the team living up to its potential.
Whole Brain®Thinking can help a team to acknowledge the differences among team
members and then use those differences to make the most of the ideas of each team
member. In addition, once a team knows its preferences it can use that knowledge to
enhance its communication with other teams and work groups which may have
thinking preferences that are quite different.
4. Communication
The objective of most communication is to convey an idea, transfer information or
persuade someone. How many times have you experienced the frustration of delivering
a message only to realize that the other person “just didn’t get it.” In order to
communicate effectively, it's important to understand the “language” and mindset of
the person(s) you are communicating with. A diagnosis of the thinking preferences of
the audience can provide the critical planning information you need to tailor your
language and presentation to the audience. When the audience's preferences are in
doubt, taking a Whole Brain® approach to communication ensures that you've covered
all the “languages.” This reduces the possibility of miscommunication and improves
the chance that your message will be successfully received by the audience.
Tools in using the “Brain”
Based on the work of Dr. Edward de Bono, the world's leading
authority on conceptual thinking, de Bono Thinking Systems
brings clarity to the clutter of business problems.

The de Bono Thinking Systems are the key to process improvement,

organizational innovation, strategic leadership, individual
creativity and problem solving for businesses, non profit
organizations and individuals around the world.

Dr. de Bono has been credited with producing thinking techniques

that are simple, practical, and powerful. His Six Thinking Hats®,
Lateral Thinking, The Power of Perception™, Focus on
Facilitation™, Simplicity, and Six Value Medals™ training courses
are now being implemented in organizations of all sizes because
of their simplicity and their power to change thinking behavior,
increase productivity, foster team-building, and evoke profitable
innovation.
The 6 Thinking Hats (or Modes)
The White Hat - The White Hat calls for information
known or needed.
The Red Hat - The Red Hat signifies feelings, hunches
and intuition.
The Black Hat - The Black Hat is judgment -- the devil's
advocate or why something may not work.
The Yellow Hat - The Yellow Hat symbolizes brightness
and optimism.
The Green Hat - The Green Hat focuses on creativity: the
possibilities, alternatives and new ideas.
The Blue Hat - The Blue Hat is used to manage the
thinking process.
Using the Hats
􀂄 Use blue hat at the beginning and end
􀂄 Blue hat is usually worn by the facilitator
􀂄 Use any hat, as often as needed
􀂄 Hats can be used singly at any point or as a sequence of two,
three, four or more hats
􀂄 Sequence can be preset or evolving
􀂄 Not necessary to use every hat
􀂄 Time under each hat: generally, short
􀂄 Requires discipline from each person to stay focused
􀂄 Adds an element of play
􀂄 Can be used by individuals and groups
Class Activity
Form into 3 groups. Each group needs to choose one of
the following questions and discuss. Present to class
after 20 minutes of discussion.

1. Impact of eliminating company cars

2. Integrate departments within the organization
3. All field representatives must drive a hybrid vehicle
Reflection…
• What have you learnt from this activity?
• What are the benefits of 6 Thinking Hats method?
Quiz (5%)
1. Give 2 examples of frequently used applications of the
whole brain. (2 marks)
2. In simple words, what is the difference between the left-
brainer and the right-brainer? (4 marks)
3. Give an example of management style for the following
style of work (brain):
 Blue
 Yellow
 Green
 Red (4 marks)
Individual Assignment I (10%)
Search, choose and evaluate ONE creative problem solving method OTHER THAN the
6 Thinking Hats by de Bono, based on the following questions:
- Introduce the tool. What is it for? What is the thinking concept proposed by the
tool? When can the tool be used?
- What kind of problems can this tool be used to solve? How to use the tool?
- Based on a real problem within UCAM solve the problem using the tool you have
chosen.
- Example of problems: subject registration every semester; plagiarism in
coursework; students’ attendance issue; parking issue; elevator issue; finding
food between hectic schedule; meeting lecturers; etc.
- Conclude your report by summarising what you have learnt from using the tool.
Which side of the brain and which style of work did the tool help you use?
(10 marks)
Submission requirements:
Not more than 5 pages (excluding appendix)
Times New Roman 12pt OR Arial 11pt
1.5 spacing
Due: NEXT WEEK (Wednesday) 12 Sept 2018 before 5pm
Submit by hand