exploring diversity of thought: the research and analytics ... · 2. i have the materials and...

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Better Thinking. Better Performance. Better Results.

Exploring Diversity of Thought:The Research and Analytics Behind Our Diverse Thinking Styles

January 27, 2015Ann Herrmann-NehdiCEO Herrmann International


1) Pair up.2) Compare foot size.3) Who is “big foot”?

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• Introduction• Me, Myself and I: Your Cognitive Diversity• The Model and HBDI• ROI, Research and Analytics• Searching for Clues• Obstacles and Opportunities• Scorecard and Close

AGENDA


What were your three ‘most preferred’ cards? Your ‘least preferred’ card?Word Color Word Color

____________________ __________ ____________________ __________

____________________ ______________________________ __________

(When you receive your HBDI® Profile, you can compare your results to the cards you selected.)

Diversity Game

Describe a recent, real-life situation when you demonstrated the thinking preference on one or more of your three ‘most preferred’ cards? Be as specific as possible._____________________________________________________________________________________________

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Brain Twister


Whole Brain® Thinking Model

LOGICAL

ANALYTICAL

FACT-BASED

QUANTITATIVE

ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

INTERPERSONAL

FEELING-BASED

KINESTHETIC

EMOTIONAL

A D

B C

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The Whole Brain® Thinking Model


Your brain craves patterns and searches for them endlessly.

Thomas Czerner2001

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CQQD TJMFS APF HFPF

redyellowgreenbluered

yellowgreenbluered


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You CAN change your brain through

learning.


Lower LeftB

Lower RightC

AUpper Left

DUpper Right

AnalyzesQuantifies

Is logicalIs critical

Is realisticLikes numbers

Knows about moneyKnows how things work

InfersImaginesSpeculatesTakes risksSpontaneousLikes changeIs curious, playful Challenges rules

Takes preventive actionEstablishes procedures

Gets things doneLikes structure

Is reliableOrganizes

TimelyPlans

Likes to coach, mentorEmotionally intelligentIn touch with feelingsIs sensitive to othersIs supportiveIs expressiveLikes to talkIs personal

The Four Selves of Whole Brain® Thinking

Performance

Process

Possibilities

People

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The HBDI® measures the degree of preference. The Preference Code:

Lower Left

B

AUpper Left

Lower Right

C

DUpper right

LOW3

INTERMEDIATE2

1 STRONG1

1+VERY STRONG

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HBDI® Team Profile


HBDI® Team Profile

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Recognizing interpersonal difficulties Anticipating how others will feel Intuitively understanding how others feel Picking up the non-verbal cues of

interpersonal stress Engendering enthusiasm Persuading, conciliating Teaching, Sharing Understanding emotional elements Considering values

Finding overlooked flaws Approaching problems practically Standing firm on issues Maintain a standard of consistency Providing stable leadership & supervision Reading fine print in documents/contracts Organizing and keeping track of data Developing detailed plans & procedures Articulating plans in an orderly way Keeping financial records straight

Gathering factsAnalysis issuesArguing rationallyForming theoriesMeasuring preciselyProblem solving logicallyFinancial analysis & decision makingUnderstanding technical elementsCritical analysisWorking with numbers, statistics, data and

precision

Reading the signs of coming change Seeing the ‘big picture’ Recognizing new possibilities Tolerating ambiguity Integrating ideas and concepts Challenging established policies Synthesizing unlike elements into a new

whole Problem solving in intuitive ways Simultaneous processing of different input

Strengths

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SCIENTIFIC

"TROUBLESHOOTERS"

TECHNICAL

FINANCIAL

ARTISTIC

ENTREPRENEURIAL

LEGAL

MANAGERIAL

ADMINISTRATOR

SUPERVISORY

DEVELOPMENTAL

EXPRESSIVE

FACILITATIVE

SOCIAL

CUSTOMER SERVICE

MULTIDOMINANT

MULTI TASKING

SUPPORTIVE

D

B C

A

HBDI® Proforma Profiles of Occupational Categories

7% single-dominant60% double-dominant30% triple-dominant

3% quadruple-dominant

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HBDI® Proforma Profiles of Select OccupationsTh

e fo

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olor

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r-qu

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Bra

in®

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• The HBDI® Assessment does not say a person can or cannot do a particular job. Preference is not the same as competence.

• There is a strong correlation between thinking preferences and job choice.

• Job satisfaction is related to the match between the job profile and the individual’s HBDI® Profile.

• A mismatch between a manager and their direct report can result in great complementarity and performance or “disconnects” and less engagement and productivity.

Key Thoughts

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“Life is like a ten speed bicycle –we all have gears that we never use.”

- Charles Schultz

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The world of human beings is a composite Whole Brain!

HBDI® Team Profile


© 1

988-

2001

The

Ned

Her

rman

n G

roup

Most preferred for MALES

Most preferred for FEMALES

HBDI® Profile Database Average for Males and Females

Male Female

N=1,535,005

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In a study of 506 U.S.-based businesses, each 1 percent increase in the rate of gender diversity resulted in an approximately 3 percent increase in sales revenues, up to the rate represented in the relevant population.

10 Top-listed European companies with gender diversity in management achieved higher than average stockperformance— 64 percent versus 47 percent.

From 2005-2007, McKinsey & Co, 2007

http://www.cisco.com/web/about/ac49/ac55/docs/Global_Diversity_Primer_Cisco_Chapter.pdf


What is your greatest blind spot?

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definition: [n] The ability to consciously shift your thinking when and as the

situation requires it.

THINKING AGILITY


The fact that cognitive diversity matters does not mean that if you assemble a group of diverse but thoroughly uninformed people, their collective wisdom will be smarter than an expert's. But if you can assemble a diverse group of people who possess varying degrees of knowledge and insight, you're better off entrusting it with major decisions rather than leaving them in the hands of one or two people, no matter how smart those people are.James Surowiecki The Wisdom of Crowds, page 31

Do we have enough diversity? Not just international and ethnic diversity, but a diversity of thought—which is key to how L'Oréal fosters innovation. A diverse group of people can be more innovative than a homogenous group. There might be more friction and discomfort among people who think differently, but the output is more innovative. David Greenberg, Senior Vice President of HR for L'Oréal USA

“We need to have people with diverse thought challenging us in the planning of what stories to cover, who to interview, what questions to ask, and we feel this is a start, to continue to grow our fine profession.”CNN Worldwide President Jim Walton at a World Report Conference

“To be successful, we must harness diversity of thought. Yes, diversity of people, diversity of background, diversity of experience, diversity of skills. But most important, diversity of ideas. This is about a new definition of diversity that has to do with more than national origin or race or creed — it has to do with keeping the market in motion by feeding it new models, new ideas, new approaches.” From a speech given by former Hewlett-Packard Chairman and CEO, Carly Fiorina

Cognitive Diversity…

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better results through better thinking © Herrmann International 2012

Reduced Attrition 50%Reduced turnover by 100%Services Revenue up 243%Average Deal Value up 380%Decrease Project Time by 40% Reduced training time by 50%Increased Revenue of Magazine 500%Reduced Calls to Supervisor 67%

Reduced Attrition 50%Reduced turnover by 100%Services Revenue up 243%Average Deal Value up 380%Decrease Project Time by 40% Reduced training time by 50%Increased Revenue of Magazine 500%Reduced Calls to Supervisor 67%

Results from Companies around the world applying Whole Brain® Thinking:


• Minimal details• Freedom to explore• Metaphors - Visuals• Overview - Big picture• New, fun, imaginative• Conceptual framework• Aligns w/long term

• Critical analysis• Facts - No fluff• Technical accuracy• Goals and objectives• Well articulated ideas• Data, facts, charts• Brief, clear, precise info

• Detail time-action plan• Thorough w/references• Rules and procedures• Step by step - Concise• In writing, in advance• Contingency plans• No digressing

• Open, informal discussion• Expressive body & voice• Intros and conversation• Knows effect on others• Knows how people feel• Hears & understands all• No hidden agendas

Whole Brain® CommunicationA D

B C

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• Teams with diverse thinking are more effective

• Whole Brain®

Teams were 66% more efficient

• 70% or more of the Whole Brain®

Teams were successful

Six-Year Study on Team Productivity

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• Over 40% reduction in development time

• Most Whole Brain Game=Most popular

“Based on the research, we know that innovative design requires a Whole Brain® process and team. - Shannon Loftis, head of the Microsoft’s Good Science Studio

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Focus on Cognitive Diversity

“Cognitive diversity allows us to configure teams that generate superior economic value by generating better solutions to real business problems.”– Fred Keeton, Vice President, External Affairs, Caesar’s Entertainment


The Diversity Wheel

© Lee Gardenswartz and Anita Rowe. Internal and External Dimensions are adapted from

Marilyn Loden and Judy Rosener. Workforce America!(Business One Irwin, 1991)

Personality

11

A HIGH TRUST team of relevantly

diverse members from both within and

outside the organization which operates

with a defined purpose (solve most

difficult problems / take advantage of

most complex opportunities) within

an inclusive team environment…

…and creates a specific team sub-

culture, team tools, and team processes

to view situations differently and, in

doing so, accomplish its mission to

drive both marked incremental

improvement as well as disruptive

breakthrough outcomes.

What is a DbyD Team?

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Diverse by Design (DbyD) Teams: Concept Overview

PROBLEM / OPPORTUNITY

TEAM SELECTION

IMPLEMENT

Drive creativity and innovation

DbyD focused on difficult problem / or complex opportunity

Aligned with strategic business goal(s)

Challenge existing paradigms

Breakthrough & Incremental outcomes

Leverage cognitive diversity

Drive creativity and innovation

DbyD focused on difficult problem / or complex opportunity

Aligned with strategic business goal(s)

Challenge existing paradigms

Breakthrough & Incremental outcomes

Leverage cognitive diversity

Assess ROI/ROE for selected problems / opportunities

Team Ready for Action Model

Determine current business challenges

Quantify risks / benefits

Initial Scoping of project

Evaluate current state, resources, timeframe, and desired outcome

Establish metrics for success

Leverage 6 step innovation process

Assess ROI/ROE for selected problems / opportunities

Team Ready for Action Model

Determine current business challenges

Quantify risks / benefits

Initial Scoping of project

Evaluate current state, resources, timeframe, and desired outcome

Establish metrics for success

Leverage 6 step innovation process

Set requirements for membership

Select Team Leader

Include relevant dimensions of diversity:CognitiveInternalExternalOrganizational

On boarding

Diversity WheelHBDICulture PatternsFCT

Gain team member participation approval

Leverage D&I expertise in selection

Set requirements for membership

Select Team Leader

Include relevant dimensions of diversity:CognitiveInternalExternalOrganizational

On boarding

Diversity WheelHBDICulture PatternsFCT

Gain team member participation approval

Leverage D&I expertise in selection

Determine DbyD processes and protocols

Determine meeting / reporting frequency, etc

Identify leadership and roles

Goal-based agenda

Set specific goals / timelines

Establish meeting and communication cadence

Assess progress frequently

Work-plan execution

Team reports findings and makes recommendations

Determine DbyD processes and protocols

Determine meeting / reporting frequency, etc

Identify leadership and roles

Goal-based agenda

Set specific goals / timelines

Establish meeting and communication cadence

Assess progress frequently

Work-plan execution

Team reports findings and makes recommendations

STRATEGIC GOAL

• DbyD Teams focus on breakthrough outcomes• Intent is to challenge the status quo• Hard Problem or Complex Opportunity

New or increased Revenue generation

Cost savings

Innovation

Process efficiencies

Engagement opportunities

Positive branding

D&I ROI

New or increased Revenue generation

Cost savings

Innovation

Process efficiencies

Engagement opportunities

Positive branding

D&I ROI

OUTCOMES

© 2005 Herrmann International | Whole Brain Model 12


1. I know what is expected of me at work.

2. I have the materials and equipment I need to do my work right.

3. At work, I have the opportunity to do what I do best every day.

4. In the last seven days, I have received recognition or praise for doing good work.

5. My supervisor, or someone at work, seems to care about me as a person.

6. There is someone at work who encourages my development.

7. At work, my opinions seem to count.

8. The mission/purpose of my company makes me feel my job is important.

9. My coworkers are committed to doing quality work.

10. I have a best friend at work.

11. In the last six months, someone at work has talked to me about my progress.

12. This last year, I have had opportunities at work to learn and grow.

Engagement Results

Aligning Gallup Questions to Whole Brain® Quadrants

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Linking Communication to Outcomes

Communication

Patient Satisfaction

Adherence

Health Outcomes“Whole Brain Thinking has helped us improve communication because now we understand how each other needs to receive information. This knowledge helps us to rearrange how we communicate to be more effective.”

- Lori Killian, MBA, RRT, RPFT, AE-C - Director, Respiratory Care


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HOW CAN YOU CARRY TODAY’S LEARNING FORWARD?

Suggestions for your personal development: • Spend dedicated time, each week/month, considering your thinking style preferences and how they impact your thoughts, actions and judgments. • Examine your assumptions about other’s thinking preferences and the impact on inclusion. • After the program, consider what you’ve learned and how you might approach someone whose thinking style preferences are different from yours. What can you do to be more inclusive of their style – then, examine the result of being more inclusive.•_____________________________________________________________________

Encouraging others’ development: • Lead a discussion at a staff or team meeting about the impact of what you learned about thinking styles, the analytics behind them and the issues that may come up in the workplace based on thinking style preferences. • During meetings raise the issue of how thinking style preferences might have a different impact for others whose style is considered “different from the norm”.• Seek out colleagues who you know or believe have been negatively impacted by expressing their thinking style and who who may be able to add to your insights and understanding to support their growth and the growth of those they interact with.•_____________________________________________________________________

To impact the organization’s culture: • Solicit and use feedback from employees/Cast/students and customers/clients/Guests who represent the full spectrum thinking styles to more fully grasp the impact of thinking style preference biases on their work, experiences and engagement.• Focus on ways to effectively communicate with your boss/leader and other immediate team members who may have been impacted by their thinking style preference. Consider flexing your preference and interaction style to learn more, meet theirneeds, or to gain new perspectives.• Speak with your organization’s diversity and inclusion leader(s) or team members to develop a strategy that addresses theseemerging issues more inclusively.

•_____________________________________________________________________


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exploring diversity of thought: the research and analytics ... · 2. i have the materials and...

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