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The Whole Brain Business Book: Unlocking the Power of Whole Brain Thinking in Organizations, Teams, and Individuals
The long-awaited update of the classic guide to outperforming the competition using Herrmann International's trademark Whole Brain Methodology
Packed with new research, updated examples, and more actionable content, The Whole Brain Business Book outlines four basic thinking styles--administrator, talker, problem-solver, dreamer--corresponding to the four quadrants of the brain and explains that many are dominated by only one quadrant. By getting out of the "brain rut" and channeling all four quadrants, business people and organizations can become more flexible, creative, and competitive.
Herrmann-Nehdi uses her extensive research and experience working with her father and expert practitioners across the globe to highlight new research developments, replace outdated information, incorporate new stories and real-world examples while building on the core applications of The Whole Brain Business Book.
Packed with new research, updated examples, and more actionable content, The Whole Brain Business Book outlines four basic thinking styles--administrator, talker, problem-solver, dreamer--corresponding to the four quadrants of the brain and explains that many are dominated by only one quadrant. By getting out of the "brain rut" and channeling all four quadrants, business people and organizations can become more flexible, creative, and competitive.
Herrmann-Nehdi uses her extensive research and experience working with her father and expert practitioners across the globe to highlight new research developments, replace outdated information, incorporate new stories and real-world examples while building on the core applications of The Whole Brain Business Book.
433 pages, Kindle Edition
First published February 1, 1996
98 people are currently reading
507 people want to read
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June 6, 2025
Every team includes smart, capable people – but that doesn’t guarantee they’ll work well together. The key reason frequently lies in how people think differently.
notes:
- One leader might zero in on facts and data. Another focuses on the plan. Someone else pays attention to relationships, while another sees endless possibilities no one else has considered. None of these approaches are wrong – but when thinking differences go unrecognized, they can lead to frustration, miscommunication, and missed opportunities.
- while most people tend to lean heavily on their strongest styles, the best performers – and the best organizations – know how to stretch their thinking when the situation calls for it.
- learn how to recognize your own thinking preferences and how those differences play out in teams and leadership. You’ll also discover how organizations can stimulate creativity and innovation by working with the full range of human thinking
- great leaders apply different thinking styles to navigate complexity and change – and how individuals can develop new skills by stretching beyond their mental comfort zones.
context:
- in the 1970s, this groundbreaking framework emerged from his research into brain specialization and thinking preferences. Based on EEG experiments and decades of subsequent validation, the model shows how our thinking naturally falls into four distinct patterns or quadrants.
- First is the A-quadrant, the Analyzer, where logic, facts, and numbers reign supreme. This is where critical thinking and financial calculations happen. Next is the B-quadrant, the Organizer, a space ruled by planning, structure, and details. This area covers schedules, processes, and careful implementation.
- Then there’s the C-quadrant, the Personalizer, centered on people, feelings, and interpersonal dynamics. Empathy, communication, and emotional understanding flourish here. Finally, the D-quadrant, the Strategizer, holds imagination, innovation, and big-picture vision – strategy, future possibilities, and creative solutions emerge in this space. (I'm b and then a leaning? i guess)
- When you receive praise for analytical abilities, you’re likely to develop those skills further, potentially at the expense of other thinking styles. That’s why a brilliant financial analyst might struggle with brainstorming sessions, or why a visionary leader might feel drained by detailed planning.
- certain professions attract specific profiles – accountants typically favor A-quadrant thinking while designers often prefer D-quadrant approaches.
- real magic happens when you develop situational wholeness – the ability to tap into any thinking quadrant when circumstances demand it
back to notes:
- Groups that blend diverse thinking styles consistently outperform homogeneous groups when tackling complex problems. They see challenges from multiple angles and generate more robust solutions. When someone strong in analysis partners with someone skilled in relationship building, the whole becomes greater than the sum of its parts.
- Looking ahead, the ability to recognize and harness different thinking styles is invaluable
- Most management frustrations can be traced to a single source: thinking differences among team members. What you may see as stubbornness, incompetence, or even sabotage might simply be a teammate operating from a completely different mental framework.
- Homogeneous teams with similar thinking preferences reach consensus quickly, but often produce conventional solutions. Diverse teams, on the other hand, initially struggle with alignment – but then produce more innovative, comprehensive results. Research shows that balanced teams are 66 percent more efficient at solving complex problems.
- leadership thinking must evolve with complexity
- A study of 9,300 CEOs worldwide revealed that successful leaders typically display balanced thinking preferences across analytical problem-solving, organized implementation, interpersonal engagement, and strategic visioning.
- As leaders move up through what’s called the Leadership Pipeline, the way they need to think changes dramatically.
creativity:
- 75 percent of people believe they aren’t living up to their creative potential. This disconnect between inherent ability and actual practice represents one of the greatest untapped resources in business today.
- Tapping into personal creative moments matters. Supporting individual creative moments is one part – removing organizational roadblocks is another. Many organizations create barriers to creativity without realizing it. They label certain roles as “creative” while others are considered purely analytical. They dismiss new ideas with killer phrases like “we’ve tried that before.” Most damaging is when leadership calls for innovation while management enforces risk-averse policies.
- When creativity is part of the work, every job can benefit from creative thinking. Using our natural creative abilities and building supportive company cultures allows access to thinking that brings real innovation.
- Children rarely struggle with new technology because they haven’t built mental walls that prevent adaptation. Unlike adults who resist unfamiliar operating systems or interfaces, kids simply dive in without preconceptions or frustration. That same openness is what adults need to reclaim when learning new skills.
- Research suggests approximately 70 percent of who we are comes from nurture – our experiences – rather than nature.
- By understanding your own thinking preferences and stretching beyond them, you unlock potential not just for yourself, but for everyone around you.
notes:
- One leader might zero in on facts and data. Another focuses on the plan. Someone else pays attention to relationships, while another sees endless possibilities no one else has considered. None of these approaches are wrong – but when thinking differences go unrecognized, they can lead to frustration, miscommunication, and missed opportunities.
- while most people tend to lean heavily on their strongest styles, the best performers – and the best organizations – know how to stretch their thinking when the situation calls for it.
- learn how to recognize your own thinking preferences and how those differences play out in teams and leadership. You’ll also discover how organizations can stimulate creativity and innovation by working with the full range of human thinking
- great leaders apply different thinking styles to navigate complexity and change – and how individuals can develop new skills by stretching beyond their mental comfort zones.
context:
- in the 1970s, this groundbreaking framework emerged from his research into brain specialization and thinking preferences. Based on EEG experiments and decades of subsequent validation, the model shows how our thinking naturally falls into four distinct patterns or quadrants.
- First is the A-quadrant, the Analyzer, where logic, facts, and numbers reign supreme. This is where critical thinking and financial calculations happen. Next is the B-quadrant, the Organizer, a space ruled by planning, structure, and details. This area covers schedules, processes, and careful implementation.
- Then there’s the C-quadrant, the Personalizer, centered on people, feelings, and interpersonal dynamics. Empathy, communication, and emotional understanding flourish here. Finally, the D-quadrant, the Strategizer, holds imagination, innovation, and big-picture vision – strategy, future possibilities, and creative solutions emerge in this space. (I'm b and then a leaning? i guess)
- When you receive praise for analytical abilities, you’re likely to develop those skills further, potentially at the expense of other thinking styles. That’s why a brilliant financial analyst might struggle with brainstorming sessions, or why a visionary leader might feel drained by detailed planning.
- certain professions attract specific profiles – accountants typically favor A-quadrant thinking while designers often prefer D-quadrant approaches.
- real magic happens when you develop situational wholeness – the ability to tap into any thinking quadrant when circumstances demand it
back to notes:
- Groups that blend diverse thinking styles consistently outperform homogeneous groups when tackling complex problems. They see challenges from multiple angles and generate more robust solutions. When someone strong in analysis partners with someone skilled in relationship building, the whole becomes greater than the sum of its parts.
- Looking ahead, the ability to recognize and harness different thinking styles is invaluable
- Most management frustrations can be traced to a single source: thinking differences among team members. What you may see as stubbornness, incompetence, or even sabotage might simply be a teammate operating from a completely different mental framework.
- Homogeneous teams with similar thinking preferences reach consensus quickly, but often produce conventional solutions. Diverse teams, on the other hand, initially struggle with alignment – but then produce more innovative, comprehensive results. Research shows that balanced teams are 66 percent more efficient at solving complex problems.
- leadership thinking must evolve with complexity
- A study of 9,300 CEOs worldwide revealed that successful leaders typically display balanced thinking preferences across analytical problem-solving, organized implementation, interpersonal engagement, and strategic visioning.
- As leaders move up through what’s called the Leadership Pipeline, the way they need to think changes dramatically.
creativity:
- 75 percent of people believe they aren’t living up to their creative potential. This disconnect between inherent ability and actual practice represents one of the greatest untapped resources in business today.
- Tapping into personal creative moments matters. Supporting individual creative moments is one part – removing organizational roadblocks is another. Many organizations create barriers to creativity without realizing it. They label certain roles as “creative” while others are considered purely analytical. They dismiss new ideas with killer phrases like “we’ve tried that before.” Most damaging is when leadership calls for innovation while management enforces risk-averse policies.
- When creativity is part of the work, every job can benefit from creative thinking. Using our natural creative abilities and building supportive company cultures allows access to thinking that brings real innovation.
- Children rarely struggle with new technology because they haven’t built mental walls that prevent adaptation. Unlike adults who resist unfamiliar operating systems or interfaces, kids simply dive in without preconceptions or frustration. That same openness is what adults need to reclaim when learning new skills.
- Research suggests approximately 70 percent of who we are comes from nurture – our experiences – rather than nature.
- By understanding your own thinking preferences and stretching beyond them, you unlock potential not just for yourself, but for everyone around you.
April 12, 2017
I was not previously familiar with HBDI and different thinking preferences, however I very much enjoyed reading this. There was a lot on business psychology and theory of leadership and a great amount of solutions to different problems that occur in business environments.
Read
June 1, 2025In "The Whole Brain Business Book", Ann Herrmann-Nehdi and Ned Herrmann propose a transformative way to understand thinking and performance by exploring the concept of Whole Brain Thinking. At its core, this approach reveals that individuals and teams operate based on distinct cognitive preferences, and success comes from recognizing, valuing, and flexibly using all four main thinking styles. These thinking styles—analytical, organizational, interpersonal, and strategic—shape how people interpret situations, solve problems, communicate, and innovate. When individuals rely too heavily on one or two thinking preferences, blind spots and misunderstandings emerge. But when people learn to stretch across these cognitive boundaries, they become more adaptable, collaborative, and capable of driving complex change.
The Whole Brain Model, developed by Ned Herrmann during his time at General Electric, identifies four primary quadrants that represent dominant modes of thought. The A-quadrant represents logical, fact-based thinking, ideal for analytical tasks and financial reasoning. The B-quadrant thrives on structure, process, and detailed planning. The C-quadrant is emotionally intuitive and focuses on people, feelings, and relationships. Finally, the D-quadrant is where big-picture thinking, creativity, and innovation reside. Every person tends to favor certain quadrants more than others, forming a unique cognitive profile that impacts both how they perform tasks and how they interact with others. Recognizing this cognitive fingerprint allows individuals to work from their strengths while also learning to develop weaker areas for balanced thinking.
Thinking preferences often become ingrained through reinforcement—people are praised for their natural strengths, so they keep leaning on those, often neglecting other equally valuable styles. Professions, too, tend to attract certain types of thinkers. For instance, accountants typically exhibit strong A-quadrant thinking, while designers often favor the D-quadrant. The challenge is that this narrow use of mental capacity can limit personal growth and hinder team effectiveness. For better results, individuals need to cultivate what the authors call 'situational wholeness'—the capacity to access any thinking style depending on what the situation requires. This doesn't mean abandoning one's strengths but learning to flex between styles as needed.
On a team level, Whole Brain Thinking is even more powerful. Teams composed of people with similar thinking styles often enjoy fast consensus but may lack innovation or adaptability. On the other hand, cognitively diverse teams—those with a mix of thinking preferences—may face more friction initially, but ultimately perform better on complex tasks because they see problems from different angles. Research supports this: teams with balanced thinking representation are significantly more effective in problem-solving and decision-making. The result is not just improved creativity and collaboration but measurable gains in productivity and outcomes.
Management and leadership are also deeply shaped by cognitive preferences. A leader’s default style often mirrors their strongest thinking quadrant. For example, a detail-oriented manager may rely heavily on B-quadrant thinking and emphasize planning and control. Meanwhile, a D-quadrant-oriented leader may focus more on vision and innovation. These differences can create friction if leaders are unaware of how their own mental style clashes with that of their team members. Successful managers learn to communicate and manage based on others’ cognitive preferences, creating more inclusive and effective workplaces.
Thinking styles also impact how individuals prefer to be influenced and engaged. A-quadrant thinkers respond best to data and logic, while C-quadrant individuals need personal stories and emotional connection. B-quadrant thinkers want clear plans and structure, and D-quadrant minds respond to future possibilities and imaginative vision. Tailoring communication and learning approaches to match these preferences yields better understanding, retention, and performance. One notable example is a university that incorporated Whole Brain teaching methods and saw significant grade improvements, demonstrating the educational power of matching teaching to cognitive style.
When it comes to leadership development, Whole Brain Thinking provides a crucial roadmap. As leaders rise through organizational ranks, the type of thinking they need evolves. Early-stage leaders depend more on structure and process (B-quadrant), but as they take on greater responsibility, they must strengthen strategic and interpersonal thinking (D and C quadrants). Strategic thinking, in particular, demands comfort with ambiguity and a willingness to explore possibilities before jumping into planning. Unfortunately, many leaders skip this step, favoring their analytical habits and thereby undermining long-term strategy. The book emphasizes that leading through change demands the flexibility to move between all quadrants, rather than defaulting to just one.
Real-world examples illustrate how balanced leadership thinking can make or break organizational change. In one successful bank merger, leaders formed a Whole Brain team that included all four thinking preferences, which led to a smooth integration without layoffs—a rare feat in the industry. This contrast with typical mergers, where human and visionary elements are overlooked in favor of financial logic and logistical efficiency, shows how inclusive cognitive planning leads to better outcomes. Leaders must recognize how different styles respond to uncertainty: A-quadrant thinkers fear ambiguity, B-quadrant thinkers dislike chaos, C-quadrant thinkers worry about relationships, and D-quadrant thinkers bristle at restrictions. Navigating change, therefore, means addressing each type of resistance with appropriate messaging and support.
Innovation, often seen as the domain of only creative types, also benefits greatly from a Whole Brain approach. Creativity is not an accident—it’s a process that moves through specific stages, including curiosity, research, incubation, insight, critical evaluation, and execution. Each stage taps different types of thinking, from the analytical to the imaginative. Organizations that encourage this full-cycle thinking see greater innovation. Yet most companies sabotage their own creative potential by reinforcing silos or labeling only certain roles as 'creative.' When leadership demands innovation but rewards risk-averse behavior, creativity stalls. By removing internal barriers, encouraging divergent thinking, and training all employees—not just designers or marketers—in creative practices, companies can unlock breakthrough results across departments.
The authors share compelling stories from companies like Brown-Forman and IHG, where creative thinking was intentionally fostered through unusual training and redefined roles. Whether through drawing exercises or reimagined problem statements, these companies helped employees approach tasks with fresh eyes, turning even routine processes into sources of innovation. The goal is not to turn everyone into an artist but to make creativity part of everyday problem-solving.
On an individual level, personal growth hinges on one’s willingness to explore and strengthen underused thinking modes. Adults often limit themselves due to rigid mental patterns formed through experience and reinforcement. Unlike children, who learn new technology with ease, adults resist change because of mental filters and fear of incompetence. Whole Brain Thinking offers a path forward. By deliberately working on unfamiliar mental skills—such as building empathy for a data-driven leader or embracing structure for a visionary entrepreneur—people become more agile, more connected, and more effective.
Change is possible, the book asserts, because most of our cognitive wiring comes from experience, not DNA. With the right motivation and methods, people can develop new thinking preferences. Triggers such as job transitions, life events, mentorship, or personal desire often catalyze this transformation. But lasting change requires intention. A Whole Brain approach to personal development includes analyzing limiting beliefs, imagining new possibilities, seeking emotional support, and designing practical plans. Even small tools—like a self-created 'permission certificate' to try new approaches—can help unlock new capabilities.
Entrepreneurs in particular benefit from knowing their cognitive strengths and weaknesses. Because entrepreneurial success often requires both visionary thinking and practical execution, those who lack one side of the equation can benefit greatly by partnering with someone who complements them. Self-awareness becomes not just a tool for personal improvement but a strategic advantage in building effective ventures and partnerships.
Ultimately, "The Whole Brain Business Book" provides a compelling case for embracing the full range of human thinking. From individual performance to team collaboration, leadership development to organizational innovation, everything improves when people learn to think more broadly. The message is clear: success in today’s complex world demands more than just expertise or intelligence—it requires cognitive agility. When you understand how you and others think, and when you can flex your mental muscles across different styles, you create better solutions, stronger relationships, and more meaningful growth. The power of Whole Brain Thinking lies in its simplicity and its depth: every challenge becomes more manageable when you bring your whole mind—and the whole team—to the table.
The Whole Brain Model, developed by Ned Herrmann during his time at General Electric, identifies four primary quadrants that represent dominant modes of thought. The A-quadrant represents logical, fact-based thinking, ideal for analytical tasks and financial reasoning. The B-quadrant thrives on structure, process, and detailed planning. The C-quadrant is emotionally intuitive and focuses on people, feelings, and relationships. Finally, the D-quadrant is where big-picture thinking, creativity, and innovation reside. Every person tends to favor certain quadrants more than others, forming a unique cognitive profile that impacts both how they perform tasks and how they interact with others. Recognizing this cognitive fingerprint allows individuals to work from their strengths while also learning to develop weaker areas for balanced thinking.
Thinking preferences often become ingrained through reinforcement—people are praised for their natural strengths, so they keep leaning on those, often neglecting other equally valuable styles. Professions, too, tend to attract certain types of thinkers. For instance, accountants typically exhibit strong A-quadrant thinking, while designers often favor the D-quadrant. The challenge is that this narrow use of mental capacity can limit personal growth and hinder team effectiveness. For better results, individuals need to cultivate what the authors call 'situational wholeness'—the capacity to access any thinking style depending on what the situation requires. This doesn't mean abandoning one's strengths but learning to flex between styles as needed.
On a team level, Whole Brain Thinking is even more powerful. Teams composed of people with similar thinking styles often enjoy fast consensus but may lack innovation or adaptability. On the other hand, cognitively diverse teams—those with a mix of thinking preferences—may face more friction initially, but ultimately perform better on complex tasks because they see problems from different angles. Research supports this: teams with balanced thinking representation are significantly more effective in problem-solving and decision-making. The result is not just improved creativity and collaboration but measurable gains in productivity and outcomes.
Management and leadership are also deeply shaped by cognitive preferences. A leader’s default style often mirrors their strongest thinking quadrant. For example, a detail-oriented manager may rely heavily on B-quadrant thinking and emphasize planning and control. Meanwhile, a D-quadrant-oriented leader may focus more on vision and innovation. These differences can create friction if leaders are unaware of how their own mental style clashes with that of their team members. Successful managers learn to communicate and manage based on others’ cognitive preferences, creating more inclusive and effective workplaces.
Thinking styles also impact how individuals prefer to be influenced and engaged. A-quadrant thinkers respond best to data and logic, while C-quadrant individuals need personal stories and emotional connection. B-quadrant thinkers want clear plans and structure, and D-quadrant minds respond to future possibilities and imaginative vision. Tailoring communication and learning approaches to match these preferences yields better understanding, retention, and performance. One notable example is a university that incorporated Whole Brain teaching methods and saw significant grade improvements, demonstrating the educational power of matching teaching to cognitive style.
When it comes to leadership development, Whole Brain Thinking provides a crucial roadmap. As leaders rise through organizational ranks, the type of thinking they need evolves. Early-stage leaders depend more on structure and process (B-quadrant), but as they take on greater responsibility, they must strengthen strategic and interpersonal thinking (D and C quadrants). Strategic thinking, in particular, demands comfort with ambiguity and a willingness to explore possibilities before jumping into planning. Unfortunately, many leaders skip this step, favoring their analytical habits and thereby undermining long-term strategy. The book emphasizes that leading through change demands the flexibility to move between all quadrants, rather than defaulting to just one.
Real-world examples illustrate how balanced leadership thinking can make or break organizational change. In one successful bank merger, leaders formed a Whole Brain team that included all four thinking preferences, which led to a smooth integration without layoffs—a rare feat in the industry. This contrast with typical mergers, where human and visionary elements are overlooked in favor of financial logic and logistical efficiency, shows how inclusive cognitive planning leads to better outcomes. Leaders must recognize how different styles respond to uncertainty: A-quadrant thinkers fear ambiguity, B-quadrant thinkers dislike chaos, C-quadrant thinkers worry about relationships, and D-quadrant thinkers bristle at restrictions. Navigating change, therefore, means addressing each type of resistance with appropriate messaging and support.
Innovation, often seen as the domain of only creative types, also benefits greatly from a Whole Brain approach. Creativity is not an accident—it’s a process that moves through specific stages, including curiosity, research, incubation, insight, critical evaluation, and execution. Each stage taps different types of thinking, from the analytical to the imaginative. Organizations that encourage this full-cycle thinking see greater innovation. Yet most companies sabotage their own creative potential by reinforcing silos or labeling only certain roles as 'creative.' When leadership demands innovation but rewards risk-averse behavior, creativity stalls. By removing internal barriers, encouraging divergent thinking, and training all employees—not just designers or marketers—in creative practices, companies can unlock breakthrough results across departments.
The authors share compelling stories from companies like Brown-Forman and IHG, where creative thinking was intentionally fostered through unusual training and redefined roles. Whether through drawing exercises or reimagined problem statements, these companies helped employees approach tasks with fresh eyes, turning even routine processes into sources of innovation. The goal is not to turn everyone into an artist but to make creativity part of everyday problem-solving.
On an individual level, personal growth hinges on one’s willingness to explore and strengthen underused thinking modes. Adults often limit themselves due to rigid mental patterns formed through experience and reinforcement. Unlike children, who learn new technology with ease, adults resist change because of mental filters and fear of incompetence. Whole Brain Thinking offers a path forward. By deliberately working on unfamiliar mental skills—such as building empathy for a data-driven leader or embracing structure for a visionary entrepreneur—people become more agile, more connected, and more effective.
Change is possible, the book asserts, because most of our cognitive wiring comes from experience, not DNA. With the right motivation and methods, people can develop new thinking preferences. Triggers such as job transitions, life events, mentorship, or personal desire often catalyze this transformation. But lasting change requires intention. A Whole Brain approach to personal development includes analyzing limiting beliefs, imagining new possibilities, seeking emotional support, and designing practical plans. Even small tools—like a self-created 'permission certificate' to try new approaches—can help unlock new capabilities.
Entrepreneurs in particular benefit from knowing their cognitive strengths and weaknesses. Because entrepreneurial success often requires both visionary thinking and practical execution, those who lack one side of the equation can benefit greatly by partnering with someone who complements them. Self-awareness becomes not just a tool for personal improvement but a strategic advantage in building effective ventures and partnerships.
Ultimately, "The Whole Brain Business Book" provides a compelling case for embracing the full range of human thinking. From individual performance to team collaboration, leadership development to organizational innovation, everything improves when people learn to think more broadly. The message is clear: success in today’s complex world demands more than just expertise or intelligence—it requires cognitive agility. When you understand how you and others think, and when you can flex your mental muscles across different styles, you create better solutions, stronger relationships, and more meaningful growth. The power of Whole Brain Thinking lies in its simplicity and its depth: every challenge becomes more manageable when you bring your whole mind—and the whole team—to the table.
June 1, 2025
The best performers know how to stretch their thinking
grasping and applying different thinking styles is key for better individual results, teamwork, leadership, and sparking innovation.
Everyone has preferred ways of thinking, often falling into patterns like analytical, organizational, interpersonal, or strategic. Recognizing these differences helps avoid miscommunication and apply cognitive diversity for better problem-solving and business results. Effective leaders adapt their thinking to the situation, because innovation thrives when all styles are engaged. By consciously developing less familiar thinking skills, you can overcome personal limitations and achieve significant growth, improving your effectiveness at work and beyond.
grasping and applying different thinking styles is key for better individual results, teamwork, leadership, and sparking innovation.
Everyone has preferred ways of thinking, often falling into patterns like analytical, organizational, interpersonal, or strategic. Recognizing these differences helps avoid miscommunication and apply cognitive diversity for better problem-solving and business results. Effective leaders adapt their thinking to the situation, because innovation thrives when all styles are engaged. By consciously developing less familiar thinking skills, you can overcome personal limitations and achieve significant growth, improving your effectiveness at work and beyond.
This entire review has been hidden because of spoilers.
January 13, 2019
I like the idea of having thinking models to use/tap into as and when you need them. I also appreciate learning about my thinking biases/prefences and how other people might be different. Some useful models and guidelines are also presented in the book. However, the book, for me, is very repetitive. It could easily be half the book it is or even a third. More importantly, and why I rated it so low, is because the author/s fail at practicing what they teach. The book is wordy and well organized but doesn't much appeal to analytical and creative thinkers, something the author says we must consider in our communications.
October 29, 2022
This book was incredibly insightful but also difficult to read because it challenges you to stretch yourself and think differently. I also took the accompanying test and had a session with a behavioural neurologist and it was so interesting. It confirmed some things I knew about myself and I also discovered new thinking preferences. Most importantly this book and the concepts explored here are beneficial to you as an individual and can also be applied in a work environment. I have already seen an improvement in the way I communicate with team members. A very interesting read.
May 29, 2021
Cognitive Diversity Primer
This book gives a thorough introduction to the “Whole Brain’ cognitive model as it can be applied to business process improvement. Work is given as a mental process constituting business executive, which by necessity needs be a “Whole Brain” approach to render success.
This book gives a thorough introduction to the “Whole Brain’ cognitive model as it can be applied to business process improvement. Work is given as a mental process constituting business executive, which by necessity needs be a “Whole Brain” approach to render success.
January 6, 2019
I felt a lot of the time it was Ned Hermann boasting about all his success. Some of the information was useful.
August 29, 2015
So many books promise the world, suggesting that if you follow their given processes then you may unlock your brain and full potential, leading to unparalleled success, riches, gratitude and what have you. The truth is that so far nobody really knows for sure, although many things appear to work, and more recent research into neuroscience is starting to shine a light on how we react to things.
Never over-estimate the power of persuasion or the placebo effect. So if you find a programme that you feel may work for you, there is a good chance that even your stronger belief is helping feed your success, rather than some secret sauce. It is equally quite probable that a selection of many items from many programmes can work too. There may be no right or wrong single answer.
That said, the authors believe that their techniques of analysing and using our brains to its full potential can help transform a business at every level. No job too small, no project too ambitious. Can it work for you? It doesn’t hurt to believe in any case. The authors advocate a credible sounding approach that appears to have the potential to help. A lot of the hard work comes from the reader’s side, even though the authors seek to assist with examples, exercises and action steps for the programme.
Within a short time you will determine whether you can gel with the book or not. Such self-help books are highly personable items, you either get with it straight away or you are left cold. If you manage to successfully implement and benefit from the authors’ programme, you will have got a bargain. If not, well, maybe you’ve still picked up a few hints and tips and a bit of experience en route.
Even if you don’t have direct, measurable goals immediately ready, it is quite possible that you can benefit from the book in the interim by working in a smarter, clearer fashion. The book can be giving on many levels, so you can dip your toe in the water to test the temperature or dive straight in…
The Whole Brain Business Book (2ed), written by Ned Herrmann & Ann Herrmann-Nehdi and published by McGraw-Hill Professional. ISBN 9780071843829. YYYY
Autamme.com
Never over-estimate the power of persuasion or the placebo effect. So if you find a programme that you feel may work for you, there is a good chance that even your stronger belief is helping feed your success, rather than some secret sauce. It is equally quite probable that a selection of many items from many programmes can work too. There may be no right or wrong single answer.
That said, the authors believe that their techniques of analysing and using our brains to its full potential can help transform a business at every level. No job too small, no project too ambitious. Can it work for you? It doesn’t hurt to believe in any case. The authors advocate a credible sounding approach that appears to have the potential to help. A lot of the hard work comes from the reader’s side, even though the authors seek to assist with examples, exercises and action steps for the programme.
Within a short time you will determine whether you can gel with the book or not. Such self-help books are highly personable items, you either get with it straight away or you are left cold. If you manage to successfully implement and benefit from the authors’ programme, you will have got a bargain. If not, well, maybe you’ve still picked up a few hints and tips and a bit of experience en route.
Even if you don’t have direct, measurable goals immediately ready, it is quite possible that you can benefit from the book in the interim by working in a smarter, clearer fashion. The book can be giving on many levels, so you can dip your toe in the water to test the temperature or dive straight in…
The Whole Brain Business Book (2ed), written by Ned Herrmann & Ann Herrmann-Nehdi and published by McGraw-Hill Professional. ISBN 9780071843829. YYYY
Autamme.com
March 4, 2023
Why (Not) to read this book (Target Audience)
This book encourages people to not limit themselves to a narrow view off thinking, where we only use our strongest brain characteristics and preferences. While I do not think that people can be boxed in by characteristics, it is an interesting concept, that pushes on nurture.
How this book changed my daily live (Takeaways)
The fact is, we all motivate ourselves. But managers can encourage self-motivation in a number of ways:
1. Provide employees with work that they find stimulating.
2. Provide a work climate that allows this stimulating work to be performed in ways that satisfy and fulfill the employee.
3. Provide incentives and rewards that supplement the self-actualization that the employee is already experiencing.
4. Provide the necessary tools, training, materials, and support to allow the employee to optimize quality performance, including in areas of lesser preference.
5. Stay the hell out of the way!
Spoiler Alerts (Highlights)
We are, I believe, a product of both nature and nurture, and for most of us, it is the nurture aspect that predominates in determining who we are and who we can become. That is a message of hope! If we were limited to only our genetic inheritance, there would be no opportunity for each of us to develop into our own unique person.
This book encourages people to not limit themselves to a narrow view off thinking, where we only use our strongest brain characteristics and preferences. While I do not think that people can be boxed in by characteristics, it is an interesting concept, that pushes on nurture.
How this book changed my daily live (Takeaways)
The fact is, we all motivate ourselves. But managers can encourage self-motivation in a number of ways:
1. Provide employees with work that they find stimulating.
2. Provide a work climate that allows this stimulating work to be performed in ways that satisfy and fulfill the employee.
3. Provide incentives and rewards that supplement the self-actualization that the employee is already experiencing.
4. Provide the necessary tools, training, materials, and support to allow the employee to optimize quality performance, including in areas of lesser preference.
5. Stay the hell out of the way!
Spoiler Alerts (Highlights)
We are, I believe, a product of both nature and nurture, and for most of us, it is the nurture aspect that predominates in determining who we are and who we can become. That is a message of hope! If we were limited to only our genetic inheritance, there would be no opportunity for each of us to develop into our own unique person.
June 15, 2015
Even if I do not know so much about business psychology and theory of leadership, this book was really interesting and well written, offers a lot of insight and way to elaborate problems that can be not only working problems. Creativity is a must to elaborate a new way of thinking without being an expert in neuroscience.
Anche se non mi intendo poi cosí tanto di psicologia del lavoro e delle organizzazioni, nè delle varie modalitá per strutturare una ledership funzionante, questo libro mi ha interessato molto perché offre molte informazioni interessanti e modi di elaborare problemi che non debbono per forza essere di tipo lavorativo. La creativitá é un must per elavorare un pensiero strategico funzionale, senza essere un esperto in neuroscienze.
THANKS TO NETGALLEY AND McGRAW-HILL PROFESSIONAL FOR THE PREVIEW!
Anche se non mi intendo poi cosí tanto di psicologia del lavoro e delle organizzazioni, nè delle varie modalitá per strutturare una ledership funzionante, questo libro mi ha interessato molto perché offre molte informazioni interessanti e modi di elaborare problemi che non debbono per forza essere di tipo lavorativo. La creativitá é un must per elavorare un pensiero strategico funzionale, senza essere un esperto in neuroscienze.
THANKS TO NETGALLEY AND McGRAW-HILL PROFESSIONAL FOR THE PREVIEW!
January 26, 2016
Fantastic book setting out the history and practical business uses of the Herrmann Brain Dominance Instrument (HBDI) which measures thinking preferences. Its practical application to better job alignment, communication, management, leadership and entrepreneurship makes it a worthwhile read - particularly if you also combine it being assessed to understand your thinking preferences. [I am accredited in the HBDI if you wish to be assessed.]
March 6, 2016
This book is based upon the Herrmann Brain Dominance Instrument (HBDI), which is a well known and used psychometric instrument which both measures thinking preferences and provides means for individuals, teams and organisations to achieve better outcomes using the power of the diversity of these thinking preferences. Book can be read stand alone but is better if you have been assessed. NB: I am an accredited practitioner in the HBDI.
December 12, 2012
This has an immense amount of wonderful information and tips on working with others and understanding their view points. It also has numerous examples of creatively solving problems, applying different styles of leadership, training for employees, and handling organizational change.
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