Herrmann Brain Dominance Instrument
HBD
I
• Interpersonal communication at work and at home• Better appreciation of diverse thinking styles• Discovering your strengths and how to maximize them• Enhanced effectiveness as a teacher or presenter• Making better career decisions• Facilitated learning of new material• Solving problems more efficiently• Engaging your creativity for productive innovation• Embarking on a new career or project
So what’s in it for me?
Depending on the goals you set, you can expect to see dramatic results in a number of areas:
AND MOST OF ALL, FIGURING OUT YOUR STYLE AND YOUR PHYSICIAN’S
STYLES TO ADAPT APPROACH AND SUCCEED IN SELLING MORE
Ned Herrmann was a physicist by profession; as well as an accomplished musician, sculptor and artist.
In the 1970s, his work as Corporate Manager of Management Education at General Electric offered an opportunity for intensive study of individual and group preferences for certain styles of thinking.
A desire to improve the effectiveness of management training led to his creation of a powerful thinking style assessment tool--the Herrmann Brain Dominance Instrument (HBDI).
Starting his research with large groups within GE, he expanded it over 20 years through tens of thousands of surveys.
So who is this Homer, I mean, Herrmann guy anyway?
Each quadrant of the brain is responsible for highly specialized functions and thought processes.
Ned Herrmann's Whole Brain model is a metaphor that demonstrated the preferred modes of each quadrant.
The HBDI thinking styles assessment is a 120-question survey that provides a visual picture of an individual, team or group's mental preferences.
The HBDI is based on an understanding of the four-quadrant nature of the human brain. The brain is comprised of left and right hemispheres, but there are also two parts of our thinking brain: the limbic and the cerebral.
It illustrates the "lens" through which we view life and helps provide a better understanding of how we process information, work, learn and relate to other people in our daily lives.
Don’t think with half a brain!
Things we do well are often naturally whole-brained.The purpose of whole brain training is to increase the number of things we do well by consciously applying techniques that support
the whole brain approach to work and life.
Be “whole brained”: incorporate both the analytical/sequential thinking of
the left brain and the kinesthetic/holistic thinking of the right
brain.Whole brain activities are both intellectual and emotional, cognitive as
well as experiential.
WHO? – Feeling SelfIs sensitive to others
Likes to teachTouches a lotIs supportiveIs expressiveIs emotional
Talks a lotFeels
HOW? – Selfkeeping SelfTakes preventive actionEstablishes proceduresGets things doneIs reliableOrganizesIs neatTimelyPlans
WHAT? – Rational SelfAnalizesQualifiesIs logicalIs criticalIs realisticLike numbersKnow about $$$Knows how things work
WHY? – Experimental SelfInfers
ImaginesSpeculatesTakes risks
Is impetuousBrakes rules
Likes surprisesIs curious / Plays
WHO? – Feeling SelfRecognizing interpersonal
difficultiesUnderstanding how others feel /
emotionPicking up the non-verbal cues
Engendering enthusiasmPersuading and conciliating
Teaching and sharing
HOW? – Selfkeeping SelfApproaches problems
practicallyOrganizing and keeping trackArticulating plans in an orderly wayMaintain a standard of consistencyDeveloping detailed plans/ policies
WHAT? – Rational SelfGathering FactsAnalyzing issuesMeasuring preciselyLogical problem solvingUnderstanding technical
elementsCritical analysisWorking with #’s, data
WHY? – Experimental SelfTolerating ambiguity
Seeing the big pictureIntuitive problem solving
Recognizing new possiblitiesIntegrating ideas / concepts
Challenging established policiesInventing innovative
solutions to problems
STRENGTHS OF EACH
WHO? – Feeling SelfLack of participaton / sharing
No eye contactImpersonal approach or examples
Dry, unenthusiastic interactionNo team or paired exercises
Lack of hands-on learningFew opp. for social interaction
Low recognition of praise
HOW? – Selfkeeping SelfAbsence of a clear agendaDisorganizedPoor sequencing, hopping aroundEnding lateChanging the agenda mid-routeNot practical, unpredictableUnclear instructions / Lack of closureToo many ideas at once
WHAT? – Rational SelfExcessive “chatter” Appearing illogical contentLack of proofLoack of facts or data to substantiateOvert sharing of personal feelingsNot knowing the answerLack of opport. to challengeTouchy feely approaches
WHY? – Experimental SelfRepetition
Overly structured, predictable eventsPlaying it by the book
Narrow focusLack of lexibility/ Rigid
Lack of conceptual frameworkToo much detail
No connect. to other approaches
FRUSTRATIONS OF EACH
WHO? – Feeling Self
EmotionalThoughtful
InterpersonalConnect
Keep their eye on satisfaction
HOW? – Selfkeeping Self
PracticalPlanfulProvenClose on the next stepsKeep their eye on the details
WHAT? – Rational Self
RationalFactualAnalyticalConvinceKeep their eye on the bottom line
WHY? – Experimental Self
ExperimentalVisual
UniqueConceptualize
Keep their eye on the long term
BUYING & SELLING STYLES
WHO? – Feeling SelfBo not be direct
Establish rapportApply the personal touch
Consider other peopleShare/ Respect feelings
Pay attention to non verbalsSocialize before business
Be people focused
HOW? – Selfkeeping SelfMap ideas step by stepBe consistentStay on trackExplain in detailBe practicalAnswer “how”Plan the processShow reduced risk
WHAT? – Rational SelfBe brief, clear, conciseUse direct language; to the pointAriculate in a logical formatUse data and fact based chartsBe accurate and specificSubstantiate / prove positionKnow your #’s wellPlan for challenge or debate
WHY? – Experimental SelfThink big picture
Cluster thinking into chunksAllow for ambiguity
Use your imaginationThink about future implications
Use metaphors and picturesAllow for other perspectives
Let people know where headed
MOVING TO A LESSER PREFERENCE
WHO? – Feeling SelfAnimated/ contact-oriented
Asks who is using itAskes from a pt perspectiveShares feelings/ Tells stories
Respects your opinionsFriendly office environment
HOW? – Selfkeeping SelfPrefers appts, punctualAsks safety questionsLikes algorithmsLate adopter / first do no harmFollows routinesPredictable
WHAT? – Rational SelfLoves to test youPrefers clinicals/ data/ evidenceDoes not share personal informationDoes not care what other docs useDirect speaking style/ less inflectionLess gestures
WHY? – Experimental SelfNew techn/future goals
Early adopter / first on blockWhere else can I use it?
Modern waiting roomMinimal details / digresses
Flexible time perspective
PHYSICIAN STYLESCLUES
WHO? – Feeling SelfEXPECTS:
Personal intros, conversationsEngaging, passionate detail, trust
Knowing how people feelAPPRECIATES:
Expressive body language & voiceRespect opinions; no hidden agendas
Hearing & understanding everyone
HOW? – Selfkeeping SelfEXPECTS:Week by week drug expect.Track record of safety, ref. & detailsAlignment with algorithmsAPPRECIATES:Well prepared rep; organized detailProof of thoroughnessNo digressing
WHAT? – Rational SelfEXPECTS:Purpose, logic; brief, clear, precise Data, charts, PI / tech. accurate dataSticking to the businessAPPRECIATES:Critical analysis of clinicalsGood debate, facts no fluffWell designed study
WHY? – Experimental SelfEXPECTS:
Overview & “big picture”, ex./visualsConceptual framework, freedom to rx
Connection to office strategyAPPRECIATES:
Rep going out of way; styleConnectn to other approaches
Minimal details
PHYSICIAN STYLESEXPECTATIONS
WHO? – Feeling SelfGreat to see you
The effect on your pt isFirst, let me cover some business
Other doctors have statedPatients will feel
Patients will be sayingI have informed your staff
HOW? – Selfkeeping SelfS/E to expect during week 1The reference isHere is how to avoid any surprisesHow to titrate isFurther info is availableI have 3 main points to discussA reliable, steady, predictable
WHAT? – Rational SelfBottom line/ cut to the chaseWill be brief, clear & preciseThe following data stateThe validity of the study showsThe pros & the cons areThis is the logical choice b/cExact cost is/ cost benefit isThe outcomes / results are
WHY? – Experimental SelfHere is an overview / big picture
Visually, let me show youIn terms o fyour long term mgmntConnections to other approaches
New way of looking at thisWon’t bog you down
with the detailsEasily understandable
SELLING PHRASES
Using HBDI in 4S-ing
GOOD LUCK & GOOD SELLING!