Whole Brain Thinking is a concept which describes the thinking preferences of an individual in terms of four
brain quadrants, and four thinking modes associated with these quadrants, giving a model with eight
overlapping dimensions. The most widely accepted of these models are the Hermann Brain Dominance model
and the Neethling Brain model. These are both based on the research into brain function carried out by a group
of researchers in the seventies and eighties, who built on the work of Jung and others, to correlate psychological
principles with actual physical locations in the brains of individuals. With the advent of techniques such as MRI
(magnetic resonance imaging) it is now possible to view the specific portions of the brain which are active when
the brain is processing thoughts on specific topics, thus providing an astonishing confirmation of the empirical
approach of the earlier researchers.
What are the thinking quadrants?
The fundamental principle of Whole Brain Thinking is that thoughts can be grouped into four separate but
dependant classes. Both the HBDI (Hermann Brain Dominance Instrument) and the NBI (Neethling Brain
Instrument) use the same colour map to distinguish these, as illustrated below.
HERMANN BRAIN DOMINANCE MODEL
NEETHLING BRAIN MODEL
Each quadrant is assumed to have its own characteristics, and every individual is assumed to have some
influence in all four quadrants. Our thinking approach, and therefore our leadership style, is determined by our
preferences in each of the quadrants. So, for example, one person may spend hours analysing a problem before
reaching a decision, whereas another, faced with the same problem, will instinctively "see" a solution and be
quite happy to proceed based on this intuitive guess.
Most of us have a preference for a thinking style based on one or more quadrants. We all modify our thinking
styles, and therefore our quadrant preferences, under intense pressure or stress. Whole Brain Thinking can help
us to understand these preferences, and show us how to learn or mimic the behaviours associated with other
thinking styles when this would be beneficial for us.
Here is a brief outline of the thinking styles and their associated quadrants.
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Whole Brain Thinking and Leadership
Whole Brain thinking and leadership
Whole Brain Thinking and Leadership
GREEN Quadrant – Leading with Control
Characteristics
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Controlled
Conservative
Planner
Organisational
Administrative
Leadership Focus is on:
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Achieving task goals
Setting and maintaining standards
Managing boundaries
Monitoring performance
Accessing and applying resources
Providing structure
Leaders using this style:
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Structure and schedule
Monitor and assess
Plan and resource
Measure and review
M ARGARET THATCHER
They say things like:
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My responsibility is to get results, achieve tasks and deliver to target.
The leader is the guardian of quality, standards and performance.
Leaders using this style prefer to:
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Develop operational plans and goals
Rehearse and refine improvement processes
Apply on-going review skills
Manage time and resources effectively
Meet deadlines
Benchmark results
Maintain high levels of discipline and compliance
Pay attention to details
HERMIONE GRAINGER
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Whole Brain Thinking and Leadership
BLUE Quadrant – Leading with Reason
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Logical
Analyzer
Mathematical
Technical
Problem Solver
Leadership focus is on:
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Analysing information and situations
Understanding cause and effect
Evaluating options
Building business cases and rationales
Making well-judged decisions
Rational problem-solving
Leaders using this style:
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SIR ISAAC NEWTON
Analyse and understand
Conclude and theorise
Evaluate and judge
Criticise and challenge
They say things like:
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Leadership is about selecting the right strategy and knowing why it is right.
Separate reason and emotion: follow the head not the heart.
Leaders using this style prefer to:
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Create and present compelling and convincing arguments
Build and explain the ‘background’ theory to support their decisions
Demonstrate structured and logical problem-solving processes
Assess and select appropriate levels of risk
Criticise and evaluate strategic options
Make full use of organisational knowledge and information
MR SPOCK
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Whole Brain Thinking and Leadership
RED Quadrant – Leading with Empathy
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Interpersonal
Emotional
Musical
Spiritual
Talker
Leadership focus is on:
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Sharing values to create a culture
Adhering to beliefs and principles
Being authentic and valuing people
Building relationships
Open, honest communication
Leaders using this style:
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Nurture and support
Trust and empower
Coach and develop
Respect and value
PRINCESS DIANA
They say things like:
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People matter: leadership is about the people who follow.
Be clear about your values, principles and beliefs and stand up for them.
Leaders using this style need to:
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Use active and reflective listening skills
Demonstrate a high level of self-awareness
Be consistent in their own behaviour
Create a climate of trust and support
Offer and receive feedback
Coach others to develop performance
Stand up for their followers
Allow mistakes as part of a learning process
Talent-spot and nurture potential
M OTHER TERESA
© Centerium Limited 2014
Whole Brain Thinking and Leadership
YELLOW Quadrant – Leading with Vision
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Imaginative
Synthesizer
Artistic
Holistic
Conceptualiser
Leadership focus is on:
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Looking to the future
Creating and sharing vision
Making new connections
Exploring possibilities
Responding to ‘leader’s instinct’
Generating excitement
M K GHA NDI
Leaders using this style:
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Excite and inspire
Explore and experiment
Imagine and foresee
Change and adapt
M A R TI N LU THE R KI NG
They say things like:
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Just because it works, doesn’t mean we can’t do better.
Let’s imagine the world we want, then go out and create it.
Leaders using this style prefer to:
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Demonstrate personal enthusiasm and passion
Sell ideas with confidence and conviction
Challenge perceived restrictions and limitations: ask “What if?”
Demonstrate ‘big picture’ thinking
Encourage risk-taking and ambiguity
Encourage multiple options
Network with others: look beyond the organisation
V A CLA V HA V E L
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Thinking preferences affect virtually everything you do, including your communication, decision-making,
problem-solving and managing styles.
Understanding your thinking style preferences will give you a new perspective on yourself and people you deal
with every day.
How can thinking preferences be determined?
The Hermann Brain Dominance Instrument (HBDI) is an assessment tool for this. The Neethling Brain Instrument
(NBI) is another. Between them they are used by over 60% of the US Fortune 200 companies, and about the
same proportion of top European companies.
These tools identify your preferred approach to emotional, analytical, structural and strategic thinkingby asking a
series of questions. Your answers to these are compared to known standards to give a preference "map" like the
one below.
How does it work?
The HBDI is capable of isolating and measuring the strength of preference for each of the four distinct thinking
parts of the brain. These consist of the left and right cerebral hemispheres and the left and right halves of the
limbic system.
The two left side structures combine to represent what is
popularly called "left brain" thinking. The two right side
structures combine to represent "right brain" thinking. The two
cerebral structures combine to represent cerebral thinking and
the two limbic structures combine to represent limbic thinking.
The HBDI, through its series of 120 questions, is capable of
measuring the degree of preference between each of the four
individual thinking structures (quadrants) and each of the four
paired structures (modes) . This results in a four quadrant
profile, which displays the degree of preference for each of the
four quadrants - your HBDI profile.
Scoring results are free of value judgement and cultural bias.
Because it is a self-analysis, most people immediately recognise
their results as accurate.
What does it mean for me?
Firstly, once you have examined and understood your thinking preferences, you can relate these preferences to
the types of decision you make and your leadership style, both at work and an outside work. You can make a
conscious effort to understand the other types of thinking, and make allowances in your own thinking for the
differences you will now understand better.
Secondly, you can examine the thinking styles within any team of which you are a part, and learn to compensate
for or support thinking areas in which the team is least strong. For example, if a team consists entirely of people
with only a strong "Green" or "control" tendency, they will generally be able to monitor and control any task or
project assigned to them to a very high level, but will struggle to innovate, or to motivate the people they work
with. A team of all "Yellow" or "imaginative" people could come up with a new idea every day, but would be
unlikely to have the ability to put any of these ideas into action.
© Centerium Limited 2014
Whole Brain Thinking and Leadership
What are your thinking preferences?