Ned Herrmann model. IST November 2nd 2015 Maria João Martins

Transcription

1 Ned Herrmann model Team innovation by complementarity and diversity IST November 2nd 2015 Maria João Martins

2 Who am I?! Choose THE card that lets you answer this question.! Explain why. 2

3 WE ARE ALL DIFFERENT Understand the reasons why we are so different from each other in the way we think, act and learn 3

4 Ned Herrmann's Whole Brain Thinking Model Has impact on:! Improving individual and team efficiency;! Improving decision making, problem solving, planning and communication;! Creating a common language of interaction between teams and individuals;! Matching different people for the best result on criativity;! Creating a better communication. 4

5 Ned Herrmann's Whole Brain Thinking Model Preferences are a kind of "lenses" that we use to perceive the world around us. Key values and benefits! Understand the reasons why we are so different from each other in the way we think, act and learn;! Know how to deal with diversity of the ways of being;! Increase the variety of profiles in teams. 5

6 Ned Herrmann's Whole Brain Thinking Model This is a methodology internationally tested and used in the business world, both in terms of individual and team diagnosis: Whole Brain Thinking Model has given our managers a critical new method for improving business planning, strengthening their teams and boosting efficiency. Jerry Smith, Field Manager, Microsoft The Whole Brain approach played an integral role in our recent successful efforts to increase sales and improve customer satisfaction. Larry W. Green, Vice President, Global Marketing & Sales Learning, Novartis Pharmaceuticals Corporation 6

7 The brain is the source of our performance. 7

8 Ned Herrmann's Whole Brain Thinking Model This is a preference model. Indicates the type of behaviour that we naturally use to process the information received. 8 8

9 Ned Herrmann's Whole Brain Thinking Model Cont&ibution of science 9 9

10 Ned Herrmann's Whole Brain Thinking Model Paul MacLean discovered Cortical brain Thinking Limbic Emotions Reptilian brain Automatisms/survival 10 10

11 Ned Herrmann's Whole Brain Thinking Model Left hemisphere Roger Sperry/Robert Ornstein Right hemisphere Linear Verbal Mathematical Meticulous Sequential Controlled Intellectual Dominant Analytical Simultaneous Musical Holistic Artistic Symbolic Emotional Intuitive Creative Spiritual 11 11

12 Ned Herrmann's Whole Brain Thinking Model CORTICAL BRAIN ABSTRACT THINKING LEFT BRAIN LOGICAL AND STRUCTURED RIGHT BRAIN CREATIVE AND EMOTIONAL Manager of Management Education for General Electric (1970) LIMBIC BRAIN CONCRETE EXPERIENCE 12

13 Ned Herrmann's Whole Brain Thinking Model Left Cortical A Logical Analytical Factual Quantitative Organized Sequential Planned Meticulous Left Limbic - B D Right Cortical Global Intuitive Integrative Synthetic Interpersonal Sensitive Empathetic Emotional C Right Limbic 13

14 Ned Herrmann's Whole Brain Thinking Model Our preferences influence the way we see the world 14

15 Quadrant A Me Ra/onal Decision taking: Examine the facts, discuss rationally Problem solving: Formulate theories, solve logically, evaluate precision Quantify Realistic Logical Understand money Like numbers Analyze Critical 15

16 Quadrant B Me Pragmatic Decision taking: Determined, conventional, based on procedures Problem solving: Pragmatic approach to problems Fiável Avoid surprises Define procedures Avoid risks Go till the end Reliable Organized Prompt Plan 16

17 Quadrant C Me Relational Decision taking: Involve others, intuitive, interpersonal, emotional Problem solving: Consider others, intuitive, take into account the nonverbal behaviours and emotions Like physical contact Sensitive to others Verbal Expressive Emotional Express feelings Get involved 17

18 Quadrant D Me Experimental Fiável Decision taking: Imagine, take risks, anticipate Problem solving: Inventive, intuitive, see issues globally Take risks Impulsive Curious Imagine Like surprises Speculate Out of the Box 18

19 Ned Herrmann's Whole Brain Thinking Model The lenses The 4 F s A D FACT FUTURE FORM FEELINGS B C 19

20 Ned Herrmann's Whole Brain Thinking Model We speak from our favorite quadrant. We hear from our favorite quadrant. Easier communication is established between people with similar preferences. However: The most complete communication is established with the total brain. Teams are stronger when they have all parts mixed together. A B Me Rational Me Pragmatic D Me Experimental Me Relational C 20

21 Ned Herrmann's Whole Brain Thinking Model NH Profile Code 1 Very strong preference 1 Strong preference 2 Use 3 Avoidance 21

22 Ned Herrmann's Whole Brain Thinking Model Some aspects of the Team Brain Preferences Report TEAM Preferences Profile Team Preferences Map 22

23 Exercise 1 Buying a car What questions are made from each color? 23

24 Exercise 1 Buying a car Searches information/statistics about performance; Tries to know about fuel consumption; Inquires about buying and re-selling price; Makes comparisons with other cars; Evaluates the cost and ease of maintenance; Interested about the horsepower of the car; Does research and knows what he wants. 24

25 Exercise 1 Buying a car Values the first impression and comfort; Needs to love the car; Likes the simplicity of the controls; Is sensitive to the greeting of the seller and of the after-sales services; Feels what is the right choice; Considers the recommendation of a friend. 25

26 Exercise 1 Buying a car Is interested in security and durability; Questions the resistance of the materials; Inquires about longevity, number of doors, luggage capacity; Interested on options such as alarms, replacement keys; Needs to understand how it works. 26

27 Exercise 1 Buying a car Observes the aesthetics, the colour, the novelty; Wants to realize a dream, that the vehicle corresponds to a creative image; Likes to experiment; Buys new models; Takes risks. 27

28 Exercise 2 Choosing a movie Choose a movie you like and try to think which color is associated with it. 28

29 Exercise 3 Inviting someone for a holiday How would the BLUE invite the RED? How would the GREEN invite the YELLOW? 29

30 Exercise 4 Creative Team Which are the golden questions that different colors make when they are part of innovative projects? 30

31 Are you ready to use the 4 colors in the innovation process? 31

32 Thank you! 32