1. Whole Brain LearningAnuar Kaden, Ali Abdolkahni, Kien Traht and Charles Audley

2. Outline for Today Brief history & backgroundACTIVITY 1 Preference indicator exercise The 4 learning styles explainedACTIVITY 2 Which style is that?Implications for consulting with examples SummaryConclusionQuestions 3. Learning/Thinking Styles EmotionalAnalytic/Logical CreativeOrganised 4. Where did the idea come from?Pioneered in the West by Ned Herrmann (1922-1999), CornellUniversity graduate (Physics and Music majors), formermanager of Management Education at GE. Spent the last 20years of his life dedicated to researching creativity anddeveloping his quadrant-based learning/thinking/doingmodel. 5. Ned Herrmman discussing the origins and uses of the HBDI 6. HBDI Preference Indicator ExercisePlease listen to or read the instructions. 7. A - Analytic/Logical (upper left) Linear thinker Quantitative Interested in what is happening here and now Goals and outcomes focused 8. (Upper Left)Analytic/LogicalLearning/ManagementStyleArgues on the basis of facts, critically analyses Is able to generalise from specificsInterested in goals and outcomesRealistic and present-orientedRational, unemotional 9. Logical/Analytical I information gathering D debating issues E evaluating and testing theories A applying logic and analysis S strategy formulation 10. Analytical/Logical (upper left) 11. (Upper Left) Strengths Weaknesses Facts based Very focused, may miss Facts-based situational synergiesevaluations Unable to admit when they Conducting research are wrong Ideas and concepts Prefer individual over group work Have trouble delegating Place an importance of facts over people 12. Analytic/Logical 13. Creative (upper right)Dealing with the FutureSeeing the Big PictureInventing SolutionsDeveloping new thingsProviding VisionTaking RisksIntegrating IdeasBringing about Change 14. Creative (upper right)Management style Adventurous Visionary Entrepreneurial Idealistic Holistic 15. Creative Learning R researching what-if scenarios I individual initiative S systems analysis K keeping an open mind S solving problems intuitively 16. Creative (upper right) 17. Creative (upper right) Strengths:Weaknesses: Big picture thinkers Overlook details Innovative/creative Dislike routine or Tolerant of ambiguity repetitive tasks Making connections Tend to procrastinate Intuitive problem solving Have problemsprioritizingTypical Occupations:entrepreneur, strategicplanner, CEO, artist,musician, entertainer 18. Creative 19. Interpersonal/Feeling oriented Values communication Empathetic and nurturing Attuned to people and group dynamics Enjoys working with people and buildingrelationships Supports the expression of ideasC - Emotional (lower right) 20. Emotional LearningT Team oriented activitiesE Emotional stimulationA Action oriented activitiesM Making connections 21. Emotional (lower right) 22. STRENGTHS WEAKNESSES People focused Talks too much Action oriented Too spontaneous Visual Acts without evaluating all Team/Group oriented available facts Brainstorming Easily distracted Free-flowing activities Impatience with routine Driven by personal values and structured activitiesCreative (lower right) 23. Emotional 24. Planner Detail-orientedSequential thinker Thrives on structureConcerned with implementationOrganised (lower left) 25. F focuses on one thing at a time A Applies new skills C Controlled dialogue T Tests and evaluates concepts S Structures and sequences content 26. Organised (lower right) 27. Organised (lower left)STRENGTHS WEAKNESSES Control-oriented Resistant to change Routine May not be open to Detail-focusedinnovative/creative Linear processing ideas Uncomfortable indynamic environments May not see the bigpicture 28. Organised 29. Connect the dots In your groups find the work keywords that fityour style Choose some for your group Nominate a team member to write this up onthe board 30. An example of the 4 styles in actionCreativeAnalytical/Logical This accident demonstrates the lethal combination Once againforensic science using the well of DUI and poor car design. These two international established tools of blood type, fingerprint analysis,and spectrographic analysis of paint fragments provesissues deserve urgent Government attention for beyond doubt future generations are to be adequately protectedFour reporters perspective ofthe same accidentOrganisedEmotionalAt 3:30pm, Thursday, May 10th, on Olsen Avenue, atTerrified, screaming mother attacks the coweringthe intersection of Napper Road, a white 1994 modelsuspects as infuriated police officers hold off aToyota Camry, 4-door station-wagon travelling at 105stunned audience at the terrifying scene of a tangled kilometers per hour in a 70 kph zoneschool bus and the accidents bloody victims 31. How can I use this as a consultant? In most environments, you will work with a widerange of styles Deliver presentations that appeal to all fourlearning/thinking styles Use knowledge of the four styles to turn changeinto creativity Try not to get stuck with the comfort &familiarity of your dominant style If you can deliver in a way that incorporates allfour styles, you can capture your audiencesattention! 32. Is it an effective tool for consultants? Companies who are current clients of the Herrmann Foundation include: American ExpressMTV NetworksBank of AmericaNational SemiconductorBB&T Nortel NetworksBlue Cross BMW North Carolina CourtsBoeing Perdue PharmaChevronProctor and GambleCiscoRogers CommunicationsCoca-Cola St. Johns UniversityColumbia Business SchoolDisney UniversityShell OilDuPont TargetGuardian LifeThe Clarion GroupGE Tommy HilfigerGlobal Lead3MGoogle University of Pretoria, S. AfricaHBOIBMUS Navy Johnson & Johnson Vanderbilt University JP Morgan Chase Victorias Secret Kaiser Permanente Wharton Business School Microsoft XeroxSource: The theory behind HBDI, Herrmann International 33. Summary 34. References Berberet, J. (2004). Whole Brain Model: Understanding Working Styles. Universityof California, Unpublished. Cassidy, J. (2006). A brief introduction to Whole-Brain teaching and Learning.Unpublished Herrmann, N. (1996). The Whole Brain Business Book. New York, NY: McGraw Hill The Herrmann Brain Dominance Instrument. Retrieved on 11 April, 2012 fromwww.hbdi.com Tiger Beer: Shape Shifting accessed on May 11, 2012 fromhttp://www.adforum.com/creative-work/ad/playlist/7921/34451943 Bud Lite: Organized Men. Accessed on May 11, 2012 fromhttp://www.youtube.com/watch?v=QguYw39bTFc Anheuser-Busch: Thank You Commercial. Accessed on May 11, 2012 fromhttp://www.youtube.com/watch?v=7IY9xjIHugo Bud Lite: The Magic Fridge. Accessed on May 11, 2012 fromhttp://www.metacafe.com/watch/70680/magic_fridge_2006_superbowl_commercial/ 35. Questions