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Hbdi

  1. 1. Mohamed Emam
  2. 2. HBDI ; The Hermann Brain Dominance Instrument Thinking Preferences in the Workplace JOHAN OLWAGEN MA (Counselling Psychology); HDE (Post Grad) Director: Kitso-Khumo Business Consulting (Pty) Ltd [email_address] 082-552-9542 ()12) 344-1390 Mohamed Emam Wisdom Is Wealth
  3. 3. Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam
  4. 4. HBDI OBJECTIVES Applying modern tools To create advanced thinking skills To enrich the learning experience Mohamed Emam
  5. 5. Mohamed Emam Cognitive Modifiability proposes that every person has the capacity to reach their own personal potential of excellence, if their teachers, facilitators, trainers, managers, therapists and parents understand how better to relate and transfer information; how better to interact on a human-to-human level. Who is the best leader ??
  6. 6. Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam
  7. 7. <ul><li>A recent study by the Corporate Leadership Council </li></ul><ul><li>indicates that the business challenges of the future </li></ul><ul><li>suggest a set of competencies critical to leadership </li></ul><ul><li>success in 2010. </li></ul><ul><li>Four roles will be paramount: ( ODD ) </li></ul><ul><ul><li>Master Strategist </li></ul></ul><ul><ul><li>Change Management Style </li></ul></ul><ul><ul><li>Relationship Building/Network Manager </li></ul></ul><ul><ul><li>Talent Developer </li></ul></ul>Mohamed Emam
  8. 8. What Skills the Successful Leader Will Possess in 2010? <ul><li>Cognitive ability </li></ul><ul><li>– Both “intellectual horsepower” and mental agility . </li></ul><ul><li>Strategic thinking skills ; ( Ideas Management ) </li></ul><ul><li>- Especially with regard to global competition and the application of technology . </li></ul><ul><li>Analytical ability , </li></ul><ul><li>- Especially the ability to sort through information sources and focus on the most relevant aspects . </li></ul><ul><li>Ability to make sound decisions ( Risk Management ) </li></ul><ul><li>- In an environment of ambiguity . </li></ul>Mohamed Emam
  9. 9. <ul><li>Influence and persuasion </li></ul><ul><li>- Within the organization as well as with customers, suppliers, strategic partners, external constituents, and investors . </li></ul><ul><li>Ability to manage diversity in the environment . </li></ul><ul><li>Employing variety of management styles </li></ul><ul><li>- To deal with multiple generations in the workplace . </li></ul>What Skills the Successful Leader Will Possess in 2010? Mohamed Emam
  10. 10. <ul><li>The ability to delegate tasks and responsibilities to others, while at the same time managing risk and establishing appropriate controls . </li></ul><ul><li>The ability to identify, attract, develop, and retain talent at all levels . </li></ul><ul><li>Personal adaptability . </li></ul>What Skills the Successful Leader Will Possess in 2010? Mohamed Emam
  11. 11. Understanding Some Principles Of Successful Leader Mohamed Emam
  12. 12. Mohamed Emam
  13. 13. Managers vs. Leaders <ul><li>Managers </li></ul><ul><li>Focus on things </li></ul><ul><li>Do things right </li></ul><ul><li>Plan </li></ul><ul><li>Organize </li></ul><ul><li>Direct </li></ul><ul><li>Control </li></ul><ul><li>Follows the rules </li></ul><ul><li>Leaders </li></ul><ul><li>Focus on people </li></ul><ul><li>Do the right things </li></ul><ul><li>Inspire </li></ul><ul><li>Influence </li></ul><ul><li>Motivate </li></ul><ul><li>Build </li></ul><ul><li>Follows the spirit of rules </li></ul>Mohamed Emam
  14. 14. Leadership and Management Styles Rachael Graham Mohamed Emam
  15. 15. Styles of Leadership… <ul><li>There are four basic categories of leadership style… </li></ul><ul><li>Autocratic or authoritarian leadership </li></ul><ul><li>Paternalistic leadership </li></ul><ul><li>Democratic leadership </li></ul><ul><li>MBO </li></ul>Mohamed Emam
  16. 16. Authoritarian or Autocratic Leadership <ul><li>Such leaders would have considerable sympathy with the views expressed by Taylor ( Tylor Model ) </li></ul><ul><li>Such leaders… </li></ul><ul><li>Take decisions with little involvement of junior employees </li></ul><ul><li>Allocate tasks </li></ul><ul><li>Set objectives </li></ul><ul><li>Will contain total control </li></ul>Mohamed Emam
  17. 17. Authoritarian Ctd… <ul><li>Such leaders, use a one-way communication system, downwards from leader to subordinate. </li></ul><ul><li>Is it applied ….. !! </li></ul><ul><li>This style of leadership may be appropriate when quick decisions are required, or when large numbers of un-skilled employees are involved . </li></ul>Mohamed Emam
  18. 18. Paternalistic Leadership <ul><li>This is a leadership style which is quite dictatorial, yet decisions are taken in the best interests of the employees. </li></ul><ul><li>This style’s key features include… </li></ul><ul><li>This form of leadership explains decisions </li></ul><ul><li>It also ensures employees’ social and leisure needs are met. </li></ul>Mohamed Emam
  19. 19. Democratic Leadership <ul><li>Bill Gates Model </li></ul><ul><li>This form of leadership involves running a business on the basis on the majority of decisions. </li></ul><ul><li>This methods main features include… </li></ul><ul><li>Encourages employees to take part in decision-making . </li></ul><ul><li>This method also uses delegation . </li></ul>Mohamed Emam
  20. 20. Democratic Leadership Ctd… <ul><li>There is a two-way communication between senior and junior employees. </li></ul><ul><li>Bill Gates was a man, famous for his democratic management style at Microsoft. </li></ul><ul><li>He has actively involved employees in key management and strategic decisions. </li></ul><ul><li>Most of his time is devoted to meeting with customers and staying in contact with Microsoft employees around the world via e-mail. </li></ul>Mohamed Emam
  21. 21. Management by Objectives (MBO) <ul><li>Peter Drucker published </li></ul><ul><li>‘ The Practice of Management’ </li></ul><ul><li>Which included his theory of Management by Objectives. </li></ul>Mohamed Emam
  22. 22. Advantages of MBO <ul><li>It can improve the communication within the organisation as the target-setting and evaluation process takes place ( ENHANCE self management ) </li></ul><ul><li>Employees may be motivated by understanding what they are trying to achieve, and how it helps the business achieve its overall goal. </li></ul><ul><li>MBO can highlight training needs for managers and sub-ordinates, improving their performance and productivity . </li></ul>Mohamed Emam
  23. 23. Disadvantages of MBO <ul><li>Some employees may see the setting of targets as threatening. A manager might set targets that the subordinate considers unachievable ( T ) </li></ul><ul><li>Now Threat become Challenge </li></ul><ul><li>(SWOT) (SWOC) </li></ul>Mohamed Emam
  24. 24. Mohamed Emam
  25. 25. Definition <ul><li>Thoughtful, Careful, and Systematic examination of Ideas </li></ul>Mohamed Emam
  26. 26. <ul><li>Knowledge </li></ul><ul><li>Understanding </li></ul>Low Order Skills High Order Skills <ul><li>Application </li></ul><ul><li>Analysis </li></ul><ul><li>Synthesis </li></ul><ul><li>Evaluation </li></ul>Mohamed Emam
  27. 27. Mohamed Emam
  28. 28. <ul><li>Recite Lists </li></ul><ul><li>Complete Objective Tests </li></ul><ul><li>Recognize Familiar Terms </li></ul><ul><li>Memory determines the pool of facts and ideas (content) from which you can reason and draw conclusions </li></ul>Mohamed Emam
  29. 29. <ul><li>State the ideas in your own words </li></ul><ul><li>Translate the author’s meaning </li></ul><ul><li>Outline key ideas </li></ul><ul><li>See if you understand by explaining the idea to the others (study group) </li></ul>Mohamed Emam
  30. 30. <ul><li>Explore a case study </li></ul><ul><li>Solve a problem </li></ul><ul><li>Provide examples to support your idea </li></ul><ul><li>Extend course concepts in new directions </li></ul>Mohamed Emam
  31. 31. <ul><li>Complete an essay question ( application give ideas ) </li></ul><ul><li>Sort ideas into proper categories </li></ul><ul><li>Identify assumptions and values </li></ul><ul><li>“ Compare and Contrast” </li></ul>Mohamed Emam
  32. 32. <ul><li>Create and defend a position </li></ul><ul><li>Make a unique creation </li></ul><ul><li>Improve on an existing design </li></ul><ul><li>Analyze interconnection between ideas </li></ul>Mohamed Emam
  33. 33. <ul><li>Criticize a position </li></ul><ul><li>Judge quality using criteria </li></ul><ul><li>Cite advantages and disadvantages </li></ul><ul><li>Key to making decisions </li></ul>Mohamed Emam
  34. 34. Mohamed Emam
  35. 35. TSP-5 <ul><li>Risk Management ; </li></ul><ul><li>- The process of identifying and controlling hazards to protect the force. </li></ul><ul><ul><li>It’s five steps represent a logical thought process from which users develop tools, techniques, and procedures for applying risk management in their areas of responsibility. </li></ul></ul><ul><ul><li>It is a closed-loop process applicable to any situation and environment. </li></ul></ul>Understanding Risk Management Principles
  36. 36. TSP-6 <ul><li>Hazard ; </li></ul><ul><li>Any real or potential condition that can cause injury, illness or death of personnel, or damage to, or loss of equipment or property, or mission degradation. </li></ul><ul><li>Risk - chance of hazard or bad consequences; exposure to chance of injury or loss. (Oxford Dictionary, 1976) </li></ul>
  37. 37. TSP-7 <ul><li>Risk level ; </li></ul><ul><li>- It is expressed in terms of hazard probability and severity. </li></ul><ul><ul><li>Probability - the likelihood that an event will occur. </li></ul></ul><ul><ul><li>Severity - the expected consequence of an event in terms of degree of injury, property damage, or other mission impairing factors (loss of combat power, etc..,) that could occur. </li></ul></ul>
  38. 38. TSP-8 <ul><li>Risk Assessment ; </li></ul><ul><li>The identification and assessment of hazards (first two steps of the Risk Management process). </li></ul><ul><li>Controls - actions taken to eliminate hazards or reduce their risk(s). </li></ul>
  39. 39. TSP-9 <ul><li>Residual Risk ; </li></ul><ul><li>the level of risk remaining after controls have been identified and selected. </li></ul><ul><li>Risk Decision ; </li></ul><ul><li>- the decision to accept or not accept the risk(s) associated with an action made by the commander, leader, or the individual responsible for performing that action. </li></ul>
  40. 40. 1. MSN/TASK : 2. DTG BEGIN : 3. DATE PREPARED: END : 4. PREPARED BY: 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE): 5. HAZARDS 7. CONTROLS 11. HOW TO IMPLEMENT 12. HOW TO SUPERVISE 6. INITIAL RISK LEVEL 8. RESIDUAL RISK LEVEL RANK/LAST NAME/DUTY POSITION 10. RISK DECISION AUTHORITY: RANK/LAST NAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH C O N T R O L S E F F E C T I V E 13. PAGE ___ of ____ 1 B-8 6 7 8 11 12 HAZARDS 9 10
  41. 41. TSP-10 Assess hazards Implement controls Supervise & evaluate IDENTIFY HAZARDS Develop controls & make risk decision
  42. 42. AGENDA Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam
  43. 43. Mohamed Emam
  44. 44. Color Insights & HBDI Mohamed Emam
  45. 45. Mohamed Emam
  46. 46. Mohamed Emam
  47. 47. Mohamed Emam
  48. 48. MBI Psychological Ex ;Color insights HBDI Physiological Kolb’s Learning Style Inventory The Individual
  49. 49. Mohamed Emam
  50. 50. DIVERSITY DIFFERENCES MENTAL? Mohamed Emam
  51. 51. Mohamed Emam
  52. 52. Mohamed Emam
  53. 53. The Herrmann Model of Thinking Preferences Monika Lumsdaine Management Consultant for Corporate Behavior Certified HBDI Practitioner, Textbook Co-Author
  54. 54. “ Most of us assume that we are seeing the world the way it really is.” Ned Herrmann Analytical Technical World Organized Controlled World Imaginative Trailblazing World Caring Networked World
  55. 55. Benefits of Understanding and Using the HBDI Personal Benefits Understanding the brain dominance model and your own thinking patterns can lead to improved teamwork and communication skills Organizational Benefits Mentally diverse teams can obtain optimum problem solving results. The purposeful use of multiple thinking styles can meet the requirements of a global marketplace, diverse customers, changing technology, and innovation.
  56. 56. THE ORGANIZING PRINCIPLE PHYSIOLOGY THE BRAIN METAPHOR WHOLE BRAIN MODEL ARCHITECTURE THE ORGANIZING PRINCIPLE APPLICATION THE HBDI Four interconnected clusters of specialized mental processing modes that function together situationally and iteratively make up a whole brain in which one or more parts may become naturally dominant.
  57. 57. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A
  58. 58. Mohamed Emam
  59. 59. Quadrant A Thinking <ul><li>Tasks: Data analysis, statistics, financial budgets, analytical problem solving, knowing how things work, logical decision making, technical hardware, computation </li></ul><ul><li>Typical Career Preferences: Engineer, computer analyst, technician, accountant, lawyer, pathologist, statistician </li></ul><ul><li>Vocabulary: “Critical analysis” “Information flow” “The bottom line” “Stick to the facts” </li></ul><ul><li>Example: Computer technician </li></ul>
  60. 60. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B
  61. 61. Mohamed Emam
  62. 62. Quadrant B Thinking <ul><li>Tasks: Administration, tactical planning, procedures, safekeeping, solution implementation, knowing “how” and getting it done; daily routines and schedules </li></ul><ul><li>Typical Career Preferences: Planner, administrator, bookkeeper, sergeant, foreman, quality control </li></ul><ul><li>Vocabulary: “We have always done it this way” “Play it safe” “Law and order” </li></ul><ul><li>Example: Armed Forces </li></ul>
  63. 63. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B Social, interpersonal Care giving, sensing Spiritual, intuitive Expressing ideas PERSONALIZER Why? C
  64. 65. Quadrant C Thinking <ul><li>Tasks: Teamwork, communications, spiritual values, ethics; personal relationships and motivation; customer care; knowing how people feel about issues </li></ul><ul><li>Typical Career Preferences: Teacher, trainer, coach, nurse, social worker, secretary, customer relations </li></ul><ul><li>Vocabulary: “Personal growth” “Values” “The team” “The family” </li></ul><ul><li>Examples: Dr. Martin Luther King; Mahatma Gandhi, Princess Diana </li></ul>
  65. 66. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B Social, interpersonal Care giving, sensing Spiritual, intuitive Expressing ideas PERSONALIZER Why? C What if? VISUALIZER Conceptualizing Strategic thinking Imaginative design Big-picture viewpoint D
  66. 67. Mohamed Emam
  67. 68. Quadrant D Thinking <ul><li>Tasks: Synthesis, play, vision, strategic planning, global context, innovative , futures and possibilities; change, many ideas and alternatives </li></ul><ul><li>Typical Career Preferences : Architect, explorer, artist, designer, inventor, innovator </li></ul><ul><li>Vocabulary: “The big picture” “Playing with ideas” “Innovation” “The cutting edge” </li></ul><ul><li>Examples: Albert Einstein, Leonardo da Vinci, Peter Jackson ( Lord of the Rings movie director) </li></ul>
  68. 69. Organizational Cultures What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B Social, interpersonal Care giving, sensing Spiritual, intuitive Expressing ideas PERSONALIZER Why? C What if? VISUALIZER Conceptualizing Strategic thinking Imaginative design Big-picture viewpoint D Authoritarian Materialistic Academic Realistic Reliable Traditional Task-driven Bureaucratic Value- Oriented Humanistic Cooperative Experimental Futuristic Inventive Flexible
  69. 70. Preference = Competency Mohamed Emam
  70. 71. Different HBDI Profiles – Double Dominances Left Dominant Right Dominant Cognitive Dominant Limbic Dominant Mohamed Emam ©2000 Ned Herrmann Group
  71. 72. Different HBDI Profiles – Triple Dominances Mohamed Emam ©2000 Ned Herrmann Group
  72. 73. Different HBDI Profiles – Quadruple Dominance Mohamed Emam
  73. 74. WHOLE BRAIN TEACHING & LEARNING Logical Rational Quantitative Theoretical Organized Sequential Procedural Methodical Visual Conceptual Simultaneous Experimental Emotional Expressive Interpersonal Kinesthetic A B C D RIGHT LEFT UPPER LOWER Experiential Concrete Intellectual Instinctual OPEN MINDED FEELING-BASED CONTROLLED FACT-BASED Non-Verbal Verbal
  74. 75. Typical HBDI Profile of Successful Business Leaders A D B C 60 Short Range “ Conventional Wisdom” A D B C 70 Financial Technical A D B C 80 Hi-Tech Strategic A D B C 90 Long Range Global
  75. 76. AGENDA Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam
  76. 77. THE HBDI & LEARNING Mohamed Emam
  77. 78. Mohamed Emam
  78. 79. CONCLUSION <ul><li>When it comes to thinking, there is no one right way </li></ul><ul><li>We need to appreciate the strengths of the quadrants </li></ul><ul><li>and the value that each adds </li></ul><ul><li>We need to first seek to understand, before expecting </li></ul><ul><li>to be understood </li></ul><ul><li>The message received is the message conveyed </li></ul>Mohamed Emam
  79. 80. Thanks Mohamed Emam Mohamed Emam

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