1. Clayton Yonce
Laura Gallaher
Tim Ferris
NASA KSC
Used with Permission

2. Overview
 High Performing Teams
 Characteristics
 Low Performing Teams
 Characteristics
 Research
2

3. High Performing Teams
 Common Goals
 Diverse
 Knowledge about team members
 Appreciation and leverage of diversity
 Open communication
 Constructive conflict
 Information and knowledge sharing
 Comfortable giving and receiving peer feedback
3

4. Dominance and Group Composition
Heterogeneous Teams
High Performance
Homogeneous teams
Average Performance
Heterogeneous Teams
Low
Performance

5. Low Performing Teams
 Conflicting goals
 Closed communication
 Lack of feedback
 Destructive conflict
 Lack of vision
 Unclear expectations
 Unclear roles and responsibilities
5

6. How to become a high performing
team?
 Learn about yourself and each other
 Strengths
 Preferences
 Styles
 Stressors
 Frustrations
 Joys
6

7. How to learn?
 Assessments
 Wealth of information
 Teach a common vernacular
 Create a safe environment for talking about and
leveraging differences
7

8. Herrmann Brain Dominance
Instrument
 Focuses on how one processes information
 Communication
 Decision Making
 Learning
 Dominance in one or more quadrants to create a
profile
 Profile can bend and stretch like a rubber band to
accommodate different situations
 Profile ultimately reflects our natural tendencies
8

9. 9

10. 10

11. 11

12. 12

13. Use of Assessment
 Create a team with diverse thinking styles in order to
maximize creativity, innovation, and create high
quality, whole-brained products
 Assign tasks in a way to capitalize on individual’s
strengths
 Understand each other’s preferences and frustrations
in order to avoid destructive conflict
13

14. Summary
 Diversity is valuable in teams, but only when leveraged
appropriately
 Learn and understand self and others
 Assessments are useful tools to achieve goals of
diversity in order to successfully launch project teams
14

15. Back-up Slides
15

16. Why Study the Brain?

17. Sperry Discovers Duality

18. Left Brain
 Logical  Analytical
 Organized  Sequential
 Technical  Rational
 Fact-based  Problem Solving
 Detailed  Financial
 Safekeeping  Implementing
 Quantitative  Practical
 Planned  Procedural

20. Color Slide
 As soon as the next slide appears, I want everybody to
yell out the color they see at the top

21. RedWind

22. Ned Herrmann’s Contribution

25. “A” Quadrant thinkers
 Gathering Facts
 Analyzing data
LOGICAL  Problem solving
A logically
HOLISTIC
 Arguing rationally
ANALYTICAL
INTUITIVE  Considering
INTEGRATING financial aspects
FACT BASED  Measuring precisely
SYNTHESIZING
ORGANIZED INTERPERSONAL  Understanding
QUANTITATIVE technical elements
SEQUENTIAL FEELING BASED
PLANNED KINESTHETIC
DETAILED EMOTIONAL

26. “B” Quadrant Thinkers
 Finding overlooked flaws
 Approaching problems
LOGICAL HOLISTIC practically
 Maintaining a standard
ANALYTICAL INTUITIVE
of consistency
FACT BASED INTEGRATING
 Reading the fine print in
ORGANIZED
QUANTITATIVE
SYNTHESIZING documents and contracts
INTERPERSONAL
 Organizing & keeping
SEQUENTIAL track of essential data
FEELING BASED
 Developing detailed plans
KINESTHETIC
PLANNED and procedures
EMOTIONAL  Articulating plans in an
B orderly way
DETAILED  Keeping financial records
straight

27. “C” Quadrant Thinkers
 Recognizing interpersonal
difficulties
LOGICAL
HOLISTIC  Anticipating how others
ANALYTICAL
INTUITIVE
will feel
FACT BASED
 Intuitively understanding
INTERPERSONAL
INTEGRATING
how others feel
QUANTITATIVE
SYNTHESIZING  Picking up on non-verbal
ORGANIZED
FEELING BASED cues of interpersonal stress
SEQUENTIAL  Engendering enthusiasm
PLANNED
KINESTHETIC  Persuading
DETAILED
 Teaching
C  Conciliating
EMOTIONAL  Understanding emotional
elements
 Considering values

28. “D” Quadrant Thinkers
 Seeing the big picture
 Recognizing new
HOLISTIC possibilities
D  Tolerating ambiguity
LOGICAL
 Integrating new ideas
INTUITIVE
ANALYTICAL and concepts
FACT BASED  Bending or challenging
INTEGRATING
QUANTITATIVE
established policies
 Synthesizing dissimilar
INTERPERSONAL
ORGANIZED
SYNTHESIZING elements into a new whole
SEQUENTIAL FEELING BASED  Inventing innovative
PLANNED KINESTHETIC solutions to problems
EMOTIONAL
 Problem solving in intuitive
DETAILED
ways

29. Our Preferences & Perception
Our preferences are filters for everything we see and hear.
And hear...

30. Buying a Car
A D
• Wants to see data and statistics • Looks at the aesthetic qualities:
• Looks at energy efficiency sportiness, color, form, “cutting
• Looks at cost of vehicle, trade-in value edge” qualities
• Does comparison shopping • Wants car to fit image
• Looks at ease of maintenance • Willing to experiment with newer
• Wants to know how it works products
• Likes power and precision handling • Will buy first year model
B C
• Interested in safety and durability • The feel and comfort is important
• Practicality of various features i.e., • User-friendliness of features
size, number of doors, storage • Wants to “love” the car
• Concerned with maintenance req’s • Impacted by personality of sales
• Has read Consumer Report person
• Impacted by recommendations by
friends

31. The HBDI is NOT a test!
There are NO right or wrong answers,
NO good or bad profiles,
but there are situational consequences...
TEST

32. HERRMANN BRAIN DOMINANCE
INSTRUMENT
DATA SUMMARY
Name: Gender: GROUP
Occupation: Date:
COLUMN A COLUMN B COLUMN C COLUMN D
UPPER LEFT LOWER LEFT LOWER RIGHT UPPER RIGHT
111 87 35 48
PROFILE SCORES
1 1 2 2
PREFERENCE CODE
9 8 4 3
ADJECTIVE PAIRS
(distribution of 24 points)
Factual x Conservative x Emotional Imaginative
Quantitative Controlled Musical Artistic
Critical Sequential x Spiritual Intuitive
KEY DESCRIPTORS Rational x Detailed x Symbolic Holistic
X = selected Mathematical Dominant Intuitive Synthesizer
* = most descriptive Logical * Speaker Talker Simultaneous x
Analytical x Reader Reader Spatial
Analytical 4 Organization 4 Teaching 5 Integration 2
Technical 5 Planning 2 Writing 4 Conceptualizing 4
WORK ELEMENTS Problem Solving 5 Administrative 1 Expressing 3 Creative 3
(5 =most, 1=least) Financial 2 Implementation 5 Interpersonal 3 Innovating 3
Adolescent Education
Education Focus
Occupation
Hobbies
Right/ left/
primary right some left mixed some right primary left
x
HAND DOMINANCE
day equal night
x
ENERGY LEVEL
none some frequent
x
MOTION SICKNESS
introverted extroverted
INTROVERT/EXTROVERT x
(self-placement)
RedWind ©2000 Ned Herrmann Group

33. RedWind

34. RedWind

35. RedWind

36. The communication Spectrum
Level of Difficulty
Easier
More Difficult

37. SMT

38. HOW THE BRAIN COMMUNICATES
A • Speaks in phrases D
• Uses facts to illustrate • Stops in mid-sentence,
points thinking others obviously
• Very matter of fact know
• Expresses emotions • Very abstract in speaking-
abstractly uses metaphors and musical
• Displays little or no emotion words
• Asks questions that lead •Why?
regardless of the situation •How?
to other questions
• Face is animated- eyes
• Speaks in sentences and
paragraphs flash, etc.
• Completes sentences and • Uses expansive non-verbal
paragraphs gestures
• Very concrete in speaking • Uses stories to illustrate
• Asks questions that points
•Who?
have answers •What? • Talks out loud or to self to
•When? learn
B •Where? C

39. WHOLE BRAIN PRESENTATION
Critical analysis Minimal details
A Facts - No fluff Freedom to explore D
Technical accuracy Metaphors - Visuals
Goals and objectives Overview - Big picture
Well articulated ideas New, fun, imaginative
Data - Fact based charts Conceptual framework
Brief, clear, precise info Aligns w/ long term strategy
Detail time-action plan Open, informal discussion
Thorough w/references Expressive body & voice
Rules and procedures Intros and conversation
Step by step - Concise Knows effect on others
In writing in advance Know how people feel
Contingency plans Hear & understand all
B No digressing No hidden C
agendas

40. EXPECTATIONS OF THE LISTENER
A Reacts unemotionally. Reacts spontaneously. D
Wants Prefers
precise facts concepts
“WHAT?” “WHY?”
Reacts cautiously. Reacts with emotion.
Requires neatness Needs to feel
and punctuality enthusiasm
“HOW?” “WHO?”
B C

41. EXPECTATIONS OF THE LISTENER
A Expects • An overview
D
Expects• Brief, clear & precise info • A conceptual framework
• Materials that are direct and to the point. • Frequent & spontaneous tasks
• Well articulated ideas presented in a • Idea chunks
logical format. • Freedom to explore
• Data and fact-based charts. • Metaphorical examples
• Technical accuracy. • Visuals
• Presentation in alignment with goals & • Long-term objectives
objectives. • Connection to the "big picture”
Appreciates: Appreciates:
• Critical Analysis • Initiative and imagination
• A good debate • Connections to other approaches
• Efforts to spend time wisely • Newness and a "fun" approach
• Minimal details
Expects • Step-by-Step unfolding of the topic. Expects • Empathy & consideration of their needs
• A written schedule & action plan. • Involvement with others
• Thorough, timely & reliable follow through. • A good attitude & personal relationship
• Consistency • Personal touch & informality
• Alignment with well established • Eye-to-eye contact
• References to people involved
procedures. • To know how "others will react"
• Assurance that this has been done before. • For all to have equal consideration
• Explanation of how it will happen • Their feelings to be respected
• References and background info
Appreciates:
Appreciates:
• Very low risk •The personal touch/sensitive to feelings
• A written communication before session • Group discussion and consensus
• A harmonious approach
• Proof that the "homework" has been
B C
thorough
RedWind
• A scheduled appointment

42. A Whole Brain Decision Making Model
A Do I have all the facts? D Are there other possibilities?
Approaches: Approaches:
• Abstract • Imaginative
• Data based • Forward thinking
• Theoretical • Risk Taking
May Overlook: May Overlook:
• Feelings • Details
• Synergistic opportunities • Practicality
B Will I be in control? C How will it affect us?
Approaches: Approaches:
• Organized • Emotional
• Conservative • Interpersonal
• Procedural • Intuitive
May overlook: May Overlook:
• Alternative solutions • Facts
• Novel ideas • Planning
• Big picture

43. Walk Away With These Key Thoughts...
 Deep appreciation for our
uniqueness as individuals.
 As you communicate with others,
speak in their preference.
 If you aren’t sure of their
preference, then speak in a whole-
brain way.

44. Walk Away With These Key Thoughts...
 Give people a metaphor if you want them to
remember.
 A heterogeneous team will succeed wildly or fail
miserably.

45. HBDI Knowledge
 Decision-Making
 Understand how you best make decisions.
 Understand how others best make decisions.
 Learn what value you gain from seeking out other’s preferred
thinking preferences.
 Communication:
 Recognize that people process information and learn
differently.
 Learn how to communicate to others in their learning
preference. (Transfer knowledge faster, be influential, …)
 Learn how to address conflicts in a safe way.