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HBDI

A hack for a better communication

and motivation

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The speaker

Mikhail Podurets

Agile Coach @ Luxoft

Agile Practice

CSPO, ICP-ATF

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Contents

What is a psychological typology

What do we need typologies for

A little bit of the Brain science

An overview of Herrmann Brain Dominance Instrument

How to use the HBDI

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Psychological

typologies

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People are different

and psychological typologies are

classifications used by

psychologists to describe the

distinctions between people.

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Typology in communication

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Typology in motivation

How can we address the

intrinsic motivation of the

person?

How do we communicate

purpose and objectives to

increase relevance?

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Not all the tools are easy to use

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Brain science

From dummy

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Left and right hemispheres of the brain

Analytical

thinking

Languages

Speech

Math calculations

Linear thinking

Small picture

Intuition

Emotions

Imagination

Metaphors, music

Abstract

concepts

Big picture

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Left and right hemispheres in brief

Rational

thinking

Emotional

thinking

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The Triune Brain and the brain evolution

Neocortex

Rational

thinking

Language

Operating

social

connections

Limbic system and

reptilian complex

Instincts

Emotions

Learning

Memory

Behavior

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The Triune Brain in brief

Neocortex

Rational

thinking

Limbic system

and reptilian

complex

Emotional

thinking

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Let’s sum it up

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Herrmann Brain

Dominance

Instrument

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Ned Herrmann

Majored Cornell University (physics and music)

In 1970 he became manager of Management

Education for General Electric (GE) in 1970

In 1978 he created the "Herrmann Participant

Survey Form" to profile thinking styles and

learning preferences in accordance with brain

dominance theory

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The Whole Brain model

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A: way of work

Critical analysis

Gather facts, information

Precise measurements

Argue rationally

Unemotional

Goal-oriented

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A: strengths and weaknesses

Weaknesses

Hard to admit

they are wrong

Prefer individual

work

Place an

importance of

facts over people

Strengths

Facts based

Conducting

research

Ideas and

concepts

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A: hints

Working place:

Analytical mess: many

information sources, etc.

Speech

“…Information source…”

“According to the studies…”

Numbers, facts

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B: way of work

Not broken – don’t fix

There’s a rule and place for

everything

Detailed plans and procedures

Discipline and reliability

Stable processes

Action-oriented

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B: strengths and weaknesses

Control-

oriented

Routine

Detail-focused

Linear

processing

Resistant to

change

May not be open to

creative ideas

Uncomfortable in

dynamic

environments

May not see the

‘big picture

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B: hints

Working place:

Everything in the right position

Speech

“..according to the standards.. ”,

“we’ve always done that way”,

“let’s not risk with the decision”

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C: way of work

Empathetic

Team-oriented

Care about values

Helping, coaching, partnering

Participation and collaboration

Attuned to people and group

dynamics

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C: strengths and weaknesses

People focused

Action oriented

Visual

Team/Group oriented

Brainstorming

Free-flowing activities

Driven by personal

values

Talks too much

Too spontaneous

Acts without

evaluating all

available facts

Easily distracted

Impatience with

routine and

structured activities

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C: hints

Working place

Open for collaboration and

teamwork

Speech

“motivation”,

“collaboration”,

“personal growth”

“come up with your ideas”

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D: way of work

Sees the big picture

Integrates ideas and concepts

Challenges established policies

Impulsive and artistic

Likes variety and multi-tasking

Solves problems in intuitive way

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D: strengths and weaknesses

“Big picture”

thinkers

Innovative/creative

Tolerant of

ambiguity

Making

connections

Intuitive problem

solving

Overlook details

Dislike routine or

repetitive tasks

Tend to

procrastinate

Have problems

prioritizing

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D: hints

Working place

Creative disorder, notes,

pictures, inspiring little things

Speech

“innovations”,

“concept”

“new idea”,

“don’t mind the risks”

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Combined types

Facts + Forms: realistic and practical

Facts + Futures: brings up the ideas to a new level

Forms + Feelings: stable team-oriented person

Feelings + Futures: agility and openness

Very rarely: Facts + Forms + Feelings + Futures

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Team profile

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Typical conflicts

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Facts vs Feelings

Indecisive

No need in

psychology

Talks to much

Too emotional

Mommy boy

Cold

Heartless

Not everything

can be

measured

Doesn’t care

about people

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Forms vs Futures

Undisciplined

Unrealistic

Doesn’t finish his

work

Comes up with

useless ideas

Much ado about

nothing

Cannot think by

himself

Too much

bureaucracy

Not creative

Against all new

ideas

Slow-minded

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Which type are you?

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How to use the knowledge

1. Determine the profile of the person

2. Speak his language to increase relevance

3. If there’s a conflict try to move the standpoint of

the sides to the adjoining type

4. Try to have people of all profiles in the team

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It’s very important to remember

There are no good or bad profiles

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The sources

Ned Herrmann “The Whole Brain Business

Book”

https://en.wikipedia.org/wiki/Lateralization_

of_brain_function

https://en.wikipedia.org/wiki/Triune_brain

Daniel Goleman “Emotional Intelligence:

Why It Can Matter More Than IQ”

James P. Lewis “Project Leadership”

Daniel H. Pink “Drive: The Surprising Truth

About What Motivates Us”

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Thank you!

This presentation and all other by Luxoft

Agile Practice will be available at

Agile Practice (for employees)

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