Putting your Company’s Whole Brain to WWork

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AgendaIntroduction to Whole Brain Thinking• The theory behind Whole Brain Thinking• Whole Brain Model• Dominance

Application in an organisation and teams• Homogeneous vs. heterogeneous teams• Thinking preferences required for job vs. personal preferences

Tapping into the whole brain• Six Hats• Constructionism and play• Design thinking

The SMD journey

It’s a strange world we live in…

• Why do we “click” with some people? Yet, others irritate us?

• Why do some types of work make us tired yet other kinds of work energise us?

• Why do some people love maths and others prefer art?

• Why do opposites attract?

It’s all in the head…

We communicate , We listen , We solve problems &We make decisionsbased on our thinking

preferences

Introducing Thinking Preferences

The Human body is largely made up of paired structuresSymmetry vs. Asymmetrical parts• It is a choice early in life• The dominant strength is

reinforced through usage• You also have paired

structures in the brain

Dominant eye –“Right eyed”

Dominant hand – “Right handed”

Dominant leg or “Strong” leg

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Whole Brain Model©AnalyticalThinking

StructuralThinking

SocialThinking

ConceptualThinking

Dominance

• Single dominance 5%

• Double dominance 58%

• Triple dominance 34%

• Quadruple dominance 3%

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Our four different selves

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At the office

What the different quadrants contribute to a team

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“Test the theory”

•Defining goals and objectives•Logically solving problems•Critical analysis and theory•Efficiency, cost and data•Working toward quantifiable outcomes

Getting down to business

“Make it happen”

•Attention to detail and procedures•Moving from point A to point B•Task allocation, organisation and planning•Follow-up and scheduling with timelines•Making sure everything is in order and in control

Moving towards closure

“Challenge the status quo”

•Strategising and visualising the future•Risk taking and experimenting•Combining and connecting concepts•Brainstorming new ideas and solutions•“Big picture” perspective

Breakthrough thinking

“Be part of the team”

•Mediating and facilitating•Sharing, listening and expressing•Collaborating and building relationships•Intuitive sensing of underlying issues•Being sensitive to other people’s needs

Kindling spirit community

“Test the theory”

•Defining goals and objectives•Logically solving problems•Critical analysis and theory•Efficiency, cost and data•Working toward quantifiable outcomes

Getting down to business

“Make it happen”

•Attention to detail and procedures•Moving from point A to point B•Task allocation, organisation and planning•Follow-up and scheduling with timelines•Making sure everything is in order and in control

Moving towards closure

“Challenge the status quo”

•Strategising and visualising the future•Risk taking and experimenting•Combining and connecting concepts•Brainstorming new ideas and solutions•“Big picture” perspective

Breakthrough thinking

“Be part of the team”

•Mediating and facilitating•Sharing, listening and expressing•Collaborating and building relationships•Intuitive sensing of underlying issues•Being sensitive to other people’s needs

Kindling spirit community

Problem solving: Homogeneous vs. heterogeneous teams:Same problem, 4 hours, come back with solutions

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A characteristic of heterogeneous teams is the difficulty of reaching consensus. The opposite is true of homogeneous teams.

What happened?

High-performance teams

Homogeneous teams can quickly achieve a consensus of opinion

and will typically respond in ways predictably consistent with their

quadrant preference.

Heterogeneous teams behave in entirely different ways. They

experience difficulty in reaching consensus, but because of their

diversity can be synergistic and therefore ideal for

creative/innovative assignments.

High-performing teams share common characteristics of key

functions, such as: visualisation, intensity, focus, and imagination.

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High-performance teams

The ability to profile employees’

mental preferences provides an

opportunity to assemble teams that

can perform at quantum levels higher

than the norm.

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Not only can the profile data provide the basis for building a

heterogeneous team that has a greater potential for creativity and

innovation, but profile data can also reveal the presence of a critical,

mental skill – that is, a particular mental preference of the team

members that allows the team to have a common capability and still

be heterogeneous.

Work that turns people on

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An A-quadrant-oriented team will quickly reach a consensus around work activities that are logical, analytical, quantitative, and rational.

The B-quadrant team, on the other hand, will quickly coalesce around organised, structured, detailed, and administrative-type work.

The D-quadrant group will describe themselves as creative, conceptual, and experimental risk takers.

For the C-quadrant team, working with people will be an absolute must. They will cite a need for their work to give them an opportunity to develop interpersonal relationships, to express their feelings, and to work in tandem with other people.

An A-quadrant-oriented team will quickly reach a consensus around work activities that are logical, analytical, quantitative, and rational.

The B-quadrant team, on the other hand, will quickly coalesce around organised, structured, detailed, and administrative-type work.

The D-quadrant group will describe themselves as creative, conceptual, and experimental risk takers.

For the C-quadrant team, working with people will be an absolute must. They will cite a need for their work to give them an opportunity to develop interpersonal relationships, to express their feelings, and to work in tandem with other people.

Thinking preferences and work

Whole brain thinking & leadership

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Rapid problem solving

Managing an endless stream of data, facts &

information

Effective financial know-how & global business

acumen

Decisive, in less time, under pressure

Leveraging new technologies & technical

approaches

Analysing new types of global business issues

Solving complex business & competitive challenges

Managing complex operational issues

Just in time planning and deadlines

Staying on task & focused in a changing world

Delivering results, implementation and taking

action

Driving flawless execution and zero defect quality

initiatives and evaluations

Managing conflicting priorities requiring

simultaneous processing

Embracing constant change

Being future focused

Thinking as a global, holistic citizen of the world

Decision making in a world of greater ambiguity

Intelligent risk taking

Building a culture where innovation and creative

thinking thrive

Effective at scenario planning and strategic

thinking

Sensitive to diverse people and generations in

virtual and co-located environments

Good emotional intelligence (EQ)

Sensitive to community & environmental issues

Responsive to increasing interaction with

associates, customers & stakeholders

Culturally and globally savvy

Driving a customer & service focus

Collaboration and teaming

Rapid problem solving

Managing an endless stream of data, facts &

information

Effective financial know-how & global business

acumen

Decisive, in less time, under pressure

Leveraging new technologies & technical

approaches

Analysing new types of global business issues

Solving complex business & competitive challenges

Managing complex operational issues

Just in time planning and deadlines

Staying on task & focused in a changing world

Delivering results, implementation and taking

action

Driving flawless execution and zero defect quality

initiatives and evaluations

Managing conflicting priorities requiring

simultaneous processing

Embracing constant change

Being future focused

Thinking as a global, holistic citizen of the world

Decision making in a world of greater ambiguity

Intelligent risk taking

Building a culture where innovation and creative

thinking thrive

Effective at scenario planning and strategic

thinking

Sensitive to diverse people and generations in

virtual and co-located environments

Good emotional intelligence (EQ)

Sensitive to community & environmental issues

Responsive to increasing interaction with

associates, customers & stakeholders

Culturally and globally savvy

Driving a customer & service focus

Collaboration and teaming

Tapping into Whole Brain Thinking

Six Thinking Hats – Edward de Bono

Constructionism and play – give your brain a hand

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PossibilitiesCreativityIntegrativeBig pictureImagination

How things can beDoes it create a wow

experience?Many options/solutions

Emotional connectionFeelings

The use of thingsKinesthetic

Does it make me feel good?

Is it beautiful?How will others feel?

FormStructureProcessSafety

Duty of careTaking care of the

detailsConsistency

EffectivenessEfficiencyRationalityWhat was?What is?

Facts and informationWhat about the money?

ROIAnalytical & logical

define

research

ideate

prototypechoose

implement

learn

Tapping into Whole Brain Thinking

The journey

Who is SMD?HBDI – lay the foundationSix Hats – framework for thinkingLego Serious Play – real time strategyOngoing coaching and mentoringTheir stories - application

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The journey – as told by Kirsty McCallum (head of sales and marketing)

• SMD are SA’s premier salvage management company, selling in excess of 42,000 cars a year on behalf of the finance and insurance industry

• SMD have enjoyed exponential growth over the past three years• Introduced to Itha Taljaard in 2009

:: Headspace when Itha was asked to assist1. In major growth phase2. Interested in creating a long term sustainable organization (future)3. Red tape, politics4. Meetings about meetings, about meetings

:: Itha’s involvement with SMD• Kicked off with HBDI profiling of all Executive and Senior Management, Six

Thinking Hats and strategic play sessions with Lego• One on one sessions with key role players for development and growth• Team strategy (Sales and Operations Division)

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Lego Serious Play – real time strategy

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Implications of HBDI- selecting the right people for the right work

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Client liaison project

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Using HBDI in marketing message

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You are invited to join us on 26-27 August at the Innovation hub

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“The heart and soul of innovation”. Innovation in acti on – how do real innovators do it?

The trials and errors, the lessons learnt – the hardships, the mistakes made and the pitfalls; the successes, the breakthrough moments, the celebrations and the winners.

Venue : The Innovation Hub, PretoriaDate and time: 26 August, 08h00-20h00 (presentations)27 August, 08h00-13h30 (workshops)

To register and book (from 1 June): www.innovationsummit.co.za

3rd SA Innovation Summit: confirmed speakersAndrew Lawrence

DBSA: Business Analyst - Continuous Improvement Services

From theory to implementation: Andrew, a DBSA Innovation Champion, tells how the DBSA takes innovation into the field. Tshedza, "Bringing light to people with disabilities"

Fred de Villiers Eskom The walking idea - The Eskom innovation platform in action.

Jonathan Shapiro Well known cartoonist Using humor to unlock thinking and create new perspectives

Julia FourieCEO, HBD (Here Be Dragons) Venture Capital, Mark Shuttleworth foundation

How it all started - the hard times, the non-believers, making ends meet, the reward.HBD invests in early stage South African companies with high growth potential. Through board representation, HBD provides strategic direction to ultimately grow their investments to profitable exit

Koffi Kouakou Prof, WITS Storytelling and scenario planning as the gentle arts of reperceiving innovation and creativity

Michael Jordaan FNB, CEO Unlocking innovation in a big corporate: Lessons learnt during the FNB innovation journey

Paul Raphaely Nomu, Director

NoMU is literally an expression of the power of invention and innovation and how, if these two elements are present, something quite special can be produced from literally nothing. Paul Raphaely will share NoMU’s personal story and also many of the innovative tricks that NoMU had to create in order to build NoMU from a two-man, cottage industry to an internationally exported success story in just 10 years, with no budget and no external investment.

Piet Boer & Bob van Bebber

FNB World Cup soccer stadium architects

Innovation in the designing and building the new FNB stadium: the design, the challenges faced, how it was overcome

Sally WilliamsBusiness owner - Sally William Fine foods

From small beginnings to international export product: The story of Sally Williams Nougat

George Rudman and Mrs Sebotsa

Dept of Correctional Services A story about sleeping bags made from plastic and newspaper by prisoners for street children - Previous CPSI innovation award winner

Winstone Jordaan

Serial entrepreneur - Director, Advanced Mobility Systems; Managing Member, Innovative People Zone; MD, Extreme Fun

From flying cars to electrical cars -meet 'Eve' - a South African first.Advanced Mobility Systems specialises in new mobility solutions. These are mostly centred around Electric cars, associated smart networks and related renewable energy

Xolani MtshizanaEntrepreneur and Publisher: Keep Digging Trading Enterprise

Young entrepreneur, competition winner and publisher of Keep Digging magazine shares his success story and how misfortune can trigger innovation

SA SA InnovationInnovation Summit: backgroundSummit: backgroundThe first SA Innovation Summit was created as a joint effort between EMHouse, RIIS and Sense2Solve. In 2008 (2-3 Oct, Emperors Palace, JHB) our theme was “Innovation goes on Trial ”, see http://www.emhouse.co.za/pdf/summit01.pdf. Click here for the photo gallery, http://www.emhouse.co.za/, select SA 1st National Innovation Summit.

We explored innovation in SA – is it delivering on its promises? Are we getting it right as business, govt and academia? Where and how can we improve our innovation efforts? How can we get the triple helix (of govt, business and academia) to work more closely to make SA as a country more innovative?

The second SA Innovation Summit , http://www.innovationsummit.co.za/, was held in 2009 (18-19 August, Maropeng, Magaliesberg). The theme was “Innovation by design” and we explored how important it was to:

•design your organisation for innovation to be successful•design your innovation programme to fit your specific organisations needs and internal structures•incorporate design into any innovations as a critical component to ensure success