Clayton YonceLaura Gallaher

Tim FerrisNASA KSC

Used with Permission

Overview High Performing Teams

Characteristics Low Performing Teams

Characteristics Research

2

High Performing Teams Common Goals Diverse Knowledge about team members Appreciation and leverage of diversity Open communication Constructive conflict Information and knowledge sharing Comfortable giving and receiving peer feedback

3

Dominance and Group Composition

Homogeneous teams

Heterogeneous Teams

Heterogeneous Teams

LowPerformance

Average Performance

High Performance

Low Performing Teams Conflicting goals Closed communication Lack of feedback Destructive conflict Lack of vision Unclear expectations Unclear roles and responsibilities

5

How to become a high performing team? Learn about yourself and each other

Strengths Preferences Styles Stressors Frustrations Joys

6

How to learn? Assessments

Wealth of information Teach a common vernacular Create a safe environment for talking about and

leveraging differences

7

Herrmann Brain Dominance Instrument Focuses on how one processes information

Communication Decision Making Learning

Dominance in one or more quadrants to create a profile

Profile can bend and stretch like a rubber band to accommodate different situations

Profile ultimately reflects our natural tendencies

8

9

10

11

12

Use of Assessment Create a team with diverse thinking styles in order to

maximize creativity, innovation, and create high quality, whole-brained products

Assign tasks in a way to capitalize on individual’s strengths

Understand each other’s preferences and frustrations in order to avoid destructive conflict

13

Summary Diversity is valuable in teams, but only when leveraged

appropriately

Learn and understand self and others

Assessments are useful tools to achieve goals of diversity in order to successfully launch project teams

14

Back-up Slides

15

Why Study the Brain?

Sperry Discovers Duality

Left Brain Logical Organized Technical Fact-based Detailed Safekeeping Quantitative Planned

Analytical Sequential Rational Problem Solving Financial Implementing Practical Procedural

Color Slide As soon as the next slide appears, I want everybody to

yell out the color they see at the top

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Ned Herrmann’s Contribution

ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZINGINTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

A

“A” Quadrant thinkers Gathering FactsAnalyzing data Problem solving

logicallyArguing rationally Considering

financial aspectsMeasuring precisely Understanding

technical elements

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

INTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL

ORGANIZED

SEQUENTIAL

PLANNED

DETAILEDB

“B” Quadrant Thinkers Finding overlooked flawsApproaching problems

practicallyMaintaining a standard

of consistency Reading the fine print in

documents and contracts Organizing & keeping

track of essential data Developing detailed plans

and proceduresArticulating plans in an

orderly way Keeping financial records

straight

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

INTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL C

“C” Quadrant Thinkers Recognizing interpersonal

difficultiesAnticipating how others

will feel Intuitively understanding

how others feel Picking up on non-verbal

cues of interpersonal stress Engendering enthusiasm Persuading Teaching Conciliating Understanding emotional

elements Considering values

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

INTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

D

“D” Quadrant Thinkers Seeing the big picture Recognizing new

possibilities Tolerating ambiguity Integrating new ideas

and concepts Bending or challenging

established policies Synthesizing dissimilar

elements into a new whole Inventing innovative

solutions to problems Problem solving in intuitive

ways

Our Preferences & PerceptionOur preferences are filters for everything we see and hear.

And hear...

Buying a CarA• Wants to see data and statistics• Looks at energy efficiency• Looks at cost of vehicle, trade-in value• Does comparison shopping• Looks at ease of maintenance• Wants to know how it works• Likes power and precision handling

B• Interested in safety and durability• Practicality of various features i.e.,

size, number of doors, storage• Concerned with maintenance req’s• Has read Consumer Report

D• Looks at the aesthetic qualities:

sportiness, color, form, “cutting edge” qualities

• Wants car to fit image• Willing to experiment with newer

products• Will buy first year model

C• The feel and comfort is important• User-friendliness of features• Wants to “love” the car• Impacted by personality of sales

person • Impacted by recommendations by

friends

The HBDI is NOT a test!There are NO right or wrong answers, NO good or bad profiles,

but there are situational consequences...

TEST

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PROFILE SCORESPREFERENCE CODE

ADJECTIVE PAIRS(distribution of 24 points)

KEY DESCRIPTORSX = selected* = most descriptive

WORK ELEMENTS(5 =most, 1=least)

Adolescent EducationEducation FocusOccupationHobbies

HAND DOMINANCE

ENERGY LEVEL

MOTION SICKNESS

INTROVERT/EXTROVERT(self-placement)

COLUMN A UPPER LEFT

COLUMN B LOWER LEFT

COLUMN C LOWER RIGHT

COLUMN D UPPER RIGHT

111

1

87

1

35

2

48

2

9 8 4 3

Factual xQuantitativeCriticalRational xMathematicalLogical *Analytical x

Conservative xControlledSequential xDetailed xDominantSpeakerReader

EmotionalMusicalSpiritualSymbolicIntuitiveTalkerReader

ImaginativeArtisticIntuitiveHolisticSynthesizerSimultaneous xSpatial

Analytical 4Technical 5Problem Solving 5Financial 2

Organization 4Planning 2Administrative 1Implementation 5

Teaching 5Writing 4Expressing 3Interpersonal 3

Integration 2Conceptualizing 4Creative 3 Innovating 3

introverted

primary leftleft/

some rightmixedRight/

some leftprimary right

day equal night

some frequentnone

extroverted

HERRMANN BRAIN DOMINANCE INSTRUMENT

DATA SUMMARYName:Occupation:

Gender: GROUPDate:

©2000 Ned Herrmann Group

x

x

x

x

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The communication SpectrumLevel of Difficulty

More Difficult

Easier

SMT

HOW THE BRAIN COMMUNICATESA• Uses facts to illustratepoints

• Very matter of fact• Expresses emotions abstractly

• Displays little or no emotion regardless of the situation

C

• Face is animated- eyes flash, etc.

• Uses expansive non-verbal gestures

• Uses stories to illustrate points

• Talks out loud or to self to learnB

• Speaks in sentences and paragraphs

• Completes sentences and paragraphs

• Very concrete in speaking• Asks questions that

have answers•Who?•What?•When?•Where?

D• Speaks in phrases• Stops in mid-sentence,

thinking others obviously know

• Very abstract in speaking-uses metaphors and musical words

• Asks questions that leadto other questions

•Why?•How?

Minimal detailsFreedom to exploreMetaphors - VisualsOverview - Big pictureNew, fun, imaginativeConceptual frameworkAligns w/ long term strategy

Critical analysisFacts - No fluff

Technical accuracyGoals and objectives

Well articulated ideasData - Fact based chartsBrief, clear, precise info

Detail time-action planThorough w/references

Rules and proceduresStep by step - ConciseIn writing in advance

Contingency plansNo digressing

Open, informal discussionExpressive body & voiceIntros and conversationKnows effect on othersKnow how people feelHear & understand allNo hiddenagendas

WHOLE BRAIN PRESENTATION

A

B

D

C

EXPECTATIONS OF THE LISTENER

A Reacts unemotionally.

Wants precise facts

DReacts spontaneously.

Prefersconcepts

C

Reacts with emotion.

Needs to feel enthusiasm

B

Reacts cautiously.

Requires neatness and punctuality

“WHAT?”

“HOW?”

“WHY?”

“WHO?”

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D• An overview• A conceptual framework• Frequent & spontaneous tasks• Idea chunks• Freedom to explore• Metaphorical examples• Visuals• Long-term objectives• Connection to the "big picture”

• Initiative and imagination• Connections to other approaches• Newness and a "fun" approach• Minimal details

Expects

Appreciates:

B

• Step-by-Step unfolding of the topic.• A written schedule & action plan.• Thorough, timely & reliable follow through.• Consistency• Alignment with well established

procedures.• Assurance that this has been done before.• Explanation of how it will happen• References and background info

• Very low risk• A written communication before session• Proof that the "homework" has been

thorough• A scheduled appointment

A• Brief, clear & precise info• Materials that are direct and to the point.• Well articulated ideas presented in a

logical format.• Data and fact-based charts.• Technical accuracy.• Presentation in alignment with goals &

objectives.

• Critical Analysis• A good debate• Efforts to spend time wisely

Expects

Appreciates:

C

• Empathy & consideration of their needs• Involvement with others• A good attitude & personal relationship• Personal touch & informality• Eye-to-eye contact• References to people involved• To know how "others will react"• For all to have equal consideration• Their feelings to be respected

•The personal touch/sensitive to feelings• Group discussion and consensus• A harmonious approach

EXPECTATIONS OF THE LISTENER

ExpectsExpects

Appreciates:Appreciates:

A Whole Brain Decision Making ModelA Do I have all the facts?Approaches:• Abstract• Data based• TheoreticalMay Overlook:• Feelings• Synergistic opportunities

B Will I be in control?Approaches:• Organized• Conservative• ProceduralMay overlook:• Alternative solutions• Novel ideas• Big picture

D Are there other possibilities?Approaches:• Imaginative• Forward thinking• Risk TakingMay Overlook:• Details• PracticalityC How will it affect us?Approaches:• Emotional• Interpersonal• IntuitiveMay Overlook:• Facts • Planning

Walk Away With These Key Thoughts...

Deep appreciation for our uniqueness as individuals.

As you communicate with others, speak in their preference.

If you aren’t sure of their preference, then speak in a whole-brain way.

Walk Away With These Key Thoughts...

Give people a metaphor if you want them to remember.

A heterogeneous team will succeed wildly or fail miserably.

Decision-Making Understand how you best make decisions.

Understand how others best make decisions.

Learn what value you gain from seeking out other’s preferred thinking preferences.

Communication: Recognize that people process information and learn

differently. Learn how to communicate to others in their learning

preference. (Transfer knowledge faster, be influential, …)

Learn how to address conflicts in a safe way.

HBDI Knowledge