Study for consumer and employee attitude ,, and how to manage .

1. Mohamed Emam

2. HBDI ; The Hermann Brain Dominance Instrument Thinking Preferences in the Workplace JOHAN OLWAGEN MA (Counselling Psychology); HDE (Post Grad) Director: Kitso-Khumo Business Consulting (Pty) Ltd [email_address] 082-552-9542 ()12) 344-1390 Mohamed Emam Wisdom Is Wealth

3. Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam

4. HBDI OBJECTIVES Applying modern tools To create advanced thinking skills To enrich the learning experience Mohamed Emam

5. Mohamed Emam Cognitive Modifiability proposes that every person has the capacity to reach their own personal potential of excellence, if their teachers, facilitators, trainers, managers, therapists and parents understand how better to relate and transfer information; how better to interact on a human-to-human level. Who is the best leader ??

6. Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam

11. Understanding Some Principles Of Successful Leader Mohamed Emam

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14. Leadership and Management Styles Rachael Graham Mohamed Emam

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40. 1. MSN/TASK : 2. DTG BEGIN : 3. DATE PREPARED: END : 4. PREPARED BY: 9. OVERALL RISK LEVEL AFTER CONTROLS ARE IMPLEMENTED (CIRCLE ONE): 5. HAZARDS 7. CONTROLS 11. HOW TO IMPLEMENT 12. HOW TO SUPERVISE 6. INITIAL RISK LEVEL 8. RESIDUAL RISK LEVEL RANK/LAST NAME/DUTY POSITION 10. RISK DECISION AUTHORITY: RANK/LAST NAME/DUTY POSITION LOW MODERATE HIGH EXTREMELY HIGH C O N T R O L S E F F E C T I V E 13. PAGE ___ of ____ 1 B-8 6 7 8 11 12 HAZARDS 9 10

41. TSP-10 Assess hazards Implement controls Supervise & evaluate IDENTIFY HAZARDS Develop controls & make risk decision

42. AGENDA Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam

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44. Color Insights & HBDI Mohamed Emam

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48. MBI Psychological Ex ;Color insights HBDI Physiological Kolb’s Learning Style Inventory The Individual

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50. DIVERSITY DIFFERENCES MENTAL? Mohamed Emam

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53. The Herrmann Model of Thinking Preferences Monika Lumsdaine Management Consultant for Corporate Behavior Certified HBDI Practitioner, Textbook Co-Author

54. “ Most of us assume that we are seeing the world the way it really is.” Ned Herrmann Analytical Technical World Organized Controlled World Imaginative Trailblazing World Caring Networked World

55. Benefits of Understanding and Using the HBDI Personal Benefits Understanding the brain dominance model and your own thinking patterns can lead to improved teamwork and communication skills Organizational Benefits Mentally diverse teams can obtain optimum problem solving results. The purposeful use of multiple thinking styles can meet the requirements of a global marketplace, diverse customers, changing technology, and innovation.

56. THE ORGANIZING PRINCIPLE PHYSIOLOGY THE BRAIN METAPHOR WHOLE BRAIN MODEL ARCHITECTURE THE ORGANIZING PRINCIPLE APPLICATION THE HBDI Four interconnected clusters of specialized mental processing modes that function together situationally and iteratively make up a whole brain in which one or more parts may become naturally dominant.

57. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A

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60. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B

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63. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B Social, interpersonal Care giving, sensing Spiritual, intuitive Expressing ideas PERSONALIZER Why? C

66. What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B Social, interpersonal Care giving, sensing Spiritual, intuitive Expressing ideas PERSONALIZER Why? C What if? VISUALIZER Conceptualizing Strategic thinking Imaginative design Big-picture viewpoint D

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69. Organizational Cultures What? ANALYZER Logical thinking Analysis of facts Critical evaluation Processing numbers A Detailed organization Operational planning Manuals, schedules Preventive action ORGANIZER How? B Social, interpersonal Care giving, sensing Spiritual, intuitive Expressing ideas PERSONALIZER Why? C What if? VISUALIZER Conceptualizing Strategic thinking Imaginative design Big-picture viewpoint D Authoritarian Materialistic Academic Realistic Reliable Traditional Task-driven Bureaucratic Value- Oriented Humanistic Cooperative Experimental Futuristic Inventive Flexible

70. Preference = Competency Mohamed Emam

71. Different HBDI Profiles – Double Dominances Left Dominant Right Dominant Cognitive Dominant Limbic Dominant Mohamed Emam ©2000 Ned Herrmann Group

72. Different HBDI Profiles – Triple Dominances Mohamed Emam ©2000 Ned Herrmann Group

73. Different HBDI Profiles – Quadruple Dominance Mohamed Emam

74. WHOLE BRAIN TEACHING & LEARNING Logical Rational Quantitative Theoretical Organized Sequential Procedural Methodical Visual Conceptual Simultaneous Experimental Emotional Expressive Interpersonal Kinesthetic A B C D RIGHT LEFT UPPER LOWER Experiential Concrete Intellectual Instinctual OPEN MINDED FEELING-BASED CONTROLLED FACT-BASED Non-Verbal Verbal

75. Typical HBDI Profile of Successful Business Leaders A D B C 60 Short Range “ Conventional Wisdom” A D B C 70 Financial Technical A D B C 80 Hi-Tech Strategic A D B C 90 Long Range Global

76. AGENDA Meeting the needs of people to be developed What is the HBDI: model and implications Why new tools for advanced thinking – what thinking? What’s the plan? Mohamed Emam

77. THE HBDI & LEARNING Mohamed Emam

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80. Thanks Mohamed Emam Mohamed Emam