Developing Social Intelligence with the NBI™ REPLACE WITH YOUR LOGO ½ Day Workshop

Developing Social Intelligence

with the NBI™

REPLACE WITH

YOUR LOGO

½ Day Workshop

Developing Social Intelligence Workshop – Learning Objectives

Understand the business case for why individuals, leaders, teams and organizations should invest in building social intelligence.

Learn four primary and eight secondary ways we prefer to think using the General Adult NBI™ Assessment and how your personal thinking preferences impact interpersonal effectiveness.

Gain insights into both the strengths and the potential blind spots of your thinking preferences.

Receive practical suggestions and action steps for how to leverage your social intelligence in a number of settings and roles.

Time Workshop Activities

09:00

09:30

10:00

10:45

11:00

11:45

12:15

Welcome & Introductions

The Business Case for Social Intelligence

Introduction to NBI™ Model

Break

NBI™ Group Processing Activity

Solo and Duet Activity

Action Planning & Closing

Developing Social Intelligence Workshop – Workshop Roadmap

Developing Social Intelligence Workshop – Introductions

Find a partner and briefly interview each other. Be prepared to introduce your partner to the group:

1. Name & role.

2. A hobby or interest.

3. What motivated the person to attend the workshop.

4. One thing they have learned about the brain.

THE BUSINESS CASE

FOR SOCIAL INTELLIGENCE

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Question 1: Human brains are the most complex of any living organism on earth?

Question 2: The brain accounts for 2% of the body’s mass and burns what % of the body’s energy?

Question 3: What percentage of the brain is made up of water?

Question 4: How much does your brain weigh?

Question 5: At what age does your brain stop growing & changing?

Developing Social Intelligence Workshop – The Business Case: Brain Quiz

Answer: True

Answer: 20%

Answer: 80%

Answer: 3 pounds

Answer: Reaches max size in late teens, but changes your whole life

Question 6: It is estimated that humans are born with 100 billion brains cells. What % die off in early childhood?

Question 7: Researchers believe that the Corpus Callosum is larger in males than females? True or False

Question 8: Women have 9 times the amount of white matter in areas of the brain associated with intelligence than men while men have six times the amount of grey matter in areas of the brain associated with intelligence. True or False?

Question 9: Using your brain can strengthen the trillions of connections between brain synapses?

Question 10: Your brain generates enough watts of power when you are awake to illuminate a light bulb?

Answer: 10%

Answer: False. It is larger in females

Answer: True

Answer: True

Answer: True

Developing Social Intelligence Workshop – The Business Case: Brain Quiz

Five Reasons Why you Should Learn about your Brain…

1. The “creative economy” is overtaking the “knowledge economy” as the key driver of economic opportunity and development. (A Whole New Mind, Daniel Pink, 2006; The Creative Economy: Which companies will thrive in the coming years? Those that value ideas above all else, Business Week, August 2000)

2. It is estimated that 58% of leader performance is explained by social intelligence. (The Business Case for Emotional Intelligence – 2006 Update, www.talentsmart.com)

3. The U.S. workplace is becoming increasingly diverse requiring greater social, emotional and cultural intelligence. (Tomorrow’s Jobs, U.S. Bureau of Labor Statistics, 2003)

4. Service occupations will account for the largest amount of new job openings followed by Professional occupations while goods-producing jobs will continue to decrease. (Tomorrow’s Jobs, U.S. Bureau of Labor Statistics, 2003)

5. Our relationships mold not only our experience but also our biology. Neuroscience has discovered that the brain’s design is wired to be social. (Social Intelligence, Daniel Goleman, 2006)

Developing Social Intelligence Workshop – The Business Case: 5 Reasons

INTRODUCTION TO THE NBI™ MODEL

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“We don’t seethings as theyare, we seethings as weare.” – Anais Nin

Each of us has unique way of seeing the world. Our worldview is made up of the collection of our personal philosophies, beliefs, perspectives and life experiences. Your thinking preferences are one important source among many that inform your worldview.

Developing Social Intelligence Workshop – Worldview

Temporal Lobe(Emotion, Memory)

Developing Social Intelligence Workshop – The Human Brain

Frontal Lobe(Motor Control, Executive

Function)Parietal Lobe

(Sensory Integration)

Occipital Lobe(Vision)

(Wikimedia)

Left Side CognitionSequentialAnalytical

VerbalLogical

PreferencesCounting / Measuring

Present and PastGrammar

Right Side CognitionSimultaneous

HolisticImagisticIntuitive

PreferencesShapes / Motion

Present and FutureIntonation / Emphasis

(Wikimedia)

Developing Social Intelligence Workshop – Left and Right Hemispheres

Developing Social Intelligence Workshop – “High Road” and “Low Road” Processes

CEREBRAL CORTEX

LOBES

Frontal Cortex: Motor Behavior (planning and regulation) Parietal Cortex: Touch, pain, integration of sensory infoTemporal Cortex: Emotions, memory, recognizing speech Occipital Cortex Visual perception

DEEPER BRAIN STRUCTURES

LIMBIC SYSTEM

Hippocampus: Learning and memory Amygdala: Emotions, response to stress and threatBasal Ganglia: Motor control, emotion, cognition

Metaphor: Four Quadrants of the Brain

• Paul Torrance, Ph.D.

• Ned Herrmann

• Beverly Moore

• Jaquelyn Wonder & Priscilla Donovan

• Mary-Anne Smorra, Ed.D.

• Kobus Neethling, Ph.D.

Developing Social Intelligence Workshop – Whole Brain Research

• Post-Doctoral Fellowship with distinction- Torrance Laboratory, University of Georgia

• Recipient of "The Distinguished Leader Award" from the International Creative Problem Solving Institute: (The most prestigious creativity award in the world)

• Founder and Director of the South African Creativity Foundation

• Consultant, Trainer, Coach, Speaker, Author

“Kobus Neethling has taken wholebrain research way beyond the paradigms of the past ---I know of no one else who has taken wholebrain thinking to these levels.”

(Professor Paul Torrance)

Developing Social Intelligence Workshop – Whole Brain Research: Koobus Neethling, Ph.D.

The General Adult Assessment Measures…

* The extent to which an individual prefers certain types of thinking / mental processes over other types of thinking / mental processes.

•The tool does not measure skill or ability, although we often end up being more skilled at those things which we strongly prefer.

Developing Social Intelligence Workshop – What Your Assessment Measures

ALL PROFILES ARE MODERATED BY…

Developing Social Intelligence Workshop – What To Take Into Account

L1

REALIST

ANALYST

“What?”

L2

ORGANIZER

PRESERVER

“How?”

R1

STRATEGIST

IMAGINEER

“Why?”

R2

EMPATHIZER

SOCIALIZER

“Who?”

Developing Social Intelligence Workshop – Thinking Preferences: 4 Dimensions

CLEAR RATIONAL LOGICAL

OBJECTIVE CRITICAL REALISTIC

CONCRETE FOCUSED SENSIBLE

ACCURATE COHERENT CALCULATING

GOALS PERFORMANCE BOTTOM-LINE

WORDS USED TO DESCRIBE…

Developing Social Intelligence Workshop – L1 Realist & Analyst

USUALLY ASKS:What is the point?

What does this mean?What is the objective?

ALL ABOUT L1s

VALUES:Performance

Sensible rationaleSuccinct information

(data/ facts)

PREFERS THAT DECISIONS BE MADE:In accordance with planned objectives/ goals

Based upon accurate information and dataDefinitively

ORIENTED TOWARDS:

GoalsPerformanceBottom-line

KNOWN FOR:Liking to be right

Liking things to be clearDrawing conclusions

PREFERS COMMUNICATION THAT IS:Clear / Sensible / Accurate

Coherent / Calculating / Probing

CURIOUS STRATEGIC IMAGINATIVE

INTUITIVE RISK-TAKING VISIONARY

CREATIVE SIMULTANEOUS VISUAL THINKER

UNCONVENTIONAL EXPERIMENTING BIG-PICTURE

CHALLENGES STATUS QUO OPPORTUNITY-ORIENTED


Developing Social Intelligence Workshop –R1: Strategist and Imagineer

USUALLY ASKS:Why not?What if?

Can we try?

ALL ABOUT R1s

KNOWN FOR:Being unconventional

ExperimentingTaking risksImagination

VALUES:Freedom to experiment with ideas

Ability to take risksChallenging the status-quo

Opportunity

ORIENTED TOWARDS:

FutureIdeas

Big picture

PREFERS THAT DECISIONS BE MADE:According to future possibilities

At the conceptual levelInstinctively

PREFERS COMMUNICATION THAT IS:Challenging / Visionary / Imaginative

Filled with metaphors/imagesFocused on synthesizing ideas

SOCIABLE APPROACHABLE PERCEPTIVE

EMPATHETIC UNDERSTANDING SUPPORTIVE

HARMONY RELATIONAL LOYAL

TOLERANT SENSITIVE AFFECTIONATE

FEELING EMOTIONALLY COHESION

EXPRESSIVE


Developing Social Intelligence Workshop – R2: Empathizer & Socializer

ALL ABOUT R2s

ORIENTED TOWARDS:

RelationshipsPeople

Feelings

USUALLY ASKS:How does everyone feel about that?

Who will be involved?Who will be effected/ affected?

PREFERS COMMUNICATION THAT IS:Encouraging / Understanding

Emotionally Expressive / Meaningful / Frequent

PREFERS THAT DECISIONS BE MADE:After considering the best interests of those involved

Based on what feels rightWith consensus

VALUES:Quality of relationships

Interpersonal connectionsMood and sentiment

Loyalty / Harmony / Cohesion

KNOWN FOR:Understanding others’ perspectiveComfortable with multiple realities

Connecting well with othersBeing empathetic

Being sensitive

ORDERLY NEAT STRUCTURED

RELIABLE CONSISTENT DILIGENT

METHODICAL DETAIL-ORIENTED PREPARED

SYSTEMATIC HABITUAL ROUTINE

PUNCTUAL EFFICIENT ORGANIZED


Developing Social Intelligence Workshop – L2: Empathizer & Socializer

USUALLY ASKS:How should we do it?

What is the plan?What should be done first?

ALL ABOUT L2s

PREFERS THAT DECISIONS BE MADE:After considering all the relevant information and data

According to a structured decision making processThoroughly and when well-informed

ORIENTED TOWARDS:

ProcessDetailsRoutine

VALUES:Consistency

EfficiencyPunctuality

Quality Thoroughness

KNOWN FOR BEING:on time

an excellent implementerwell organized

focused on the process

PREFERS COMMUNICATION THAT IS:Correct / Prepared

Detailed / Planned / Systematic

APPROXIMATELY HOW MANY?

•Most people have 2 dominant quadrants (80 %)

•Some have 1 dominant quadrant ( 7 %)

•Fewer have 3 dominant quadrants (10 %)

•Even fewer have equal dominance amongst their quadrants (3 %)

WHICH ONES?

•Most people have adjacent dominances (95%)

(i.e. left /right dominance or cerebral/limbic dominance)

•Very few have diagonally opposite dominances (5%)

Developing Social Intelligence Workshop – Dominance Statistics

PROFILES IN MOTION

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Example Profile – A

Example Profile – B

Profile A Profile B

What Might their Collaboration Be Like?

• How accurate does your profile feel in terms of how you see and know yourself?

• Were any of the findings unexpected or new for you?

• What are some of the implications of your profile in terms of how you work and relate to others?

Developing Social Intelligence Workshop – A Closer Look at Your Profile

As a group, spend 15 minutes creating a poster that includes:

A slogan about your preference group

Images illustrating your group

Some strengths of your preference

Some ways in which you could be misunderstood or stereotyped

Some ways your thinking preferences add value in your variousroles in your organization (e.g. team member, leader, manager, consultant, etc…)

Developing Social Intelligence Workshop – Group Process Activity

EIGHT DIMENSIONS

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8 Dimensions – Neethling & Torrance

L1

R2

R1

L2

Realist Strategist

Imagineer

Empathizer

Socializer

Analyst

Organizer

Preserver

STRATEGISTS prefer:

Future-Orientation

Predictions

Change

Risk-Taking

Big Thinking

Experiencing the Unfamiliar

Variety

Design

Challenging the Status-Quo

IMAGINEERS prefer:

Inner Voice

Picture Thinking

‘Aha!’ Moments

Fantasizing

Doodling/Scribbling

Unsystematic Process

Unconventional Style

Clutter

Zigzag Thinking

R1 – Strategists & Imagineers

R1 – Strategists & Imagineers

SOCIALIZERS prefer:

Groups

Sharing

Consensus

Networking

Cooperation

Gatherings

Entertaining

Outgoing Style

Connecting

Sociability

EMPATHIZERS prefer:

Encouragement

Assisting

Caring

Service-Orientation

Intuition

Hope

Reaching Out

Sensitive Approach

Special Attachments

Nurturing

R2 – Socializers and Empathizers

R2 – Socializers and Empathizers

PRESERVERS prefer:

Best Practices

Discipline

Order

Time-Consciousness

Methodical Approach

Caution

Loyalty

Experience

Stability

Tradition

ORGANIZERS prefer:

Action

Hands-on Roles

Planning

Systematic Process

Supervising

Perseverance

Checklists

Schedules

To-do Lists

Organization

L2 – Preservers and Organizers

L2 – Preservers and Organizers

REALISTS prefer:

Clarity

No Distractions

Focused

Setting Goals

No Mental Clutter

Defining Targets/Objectives

Pros and Cons

Simplicity

Clear Guidelines

Factual Approach

ANALYSTS prefer:

Assessing

Monitoring Performance

Digging Deeper

Financial Information

Clinical Approach

Logical Process

Priorities

Calculation

Probing

Examining

L1 – Realists and Analysts

L1 – Realists and Analysts

SOLO & DUET

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Developing Social Intelligence Workshop – Action Planning

In pairs identify some practical ways you can apply insights about your Thinking Preferences

to the following roles and situations:

1. Self Development– – –

4. Functional Role– – –

2. Leadership Development– – –

5. Personal Relationships– – –

3. Team Effectiveness– – –

6. Other– – –

Developing Social Intelligence Workshop – Action Planning Examples

Following are some examples of potential applications:

1. Self Development• Example: If I have a low L1 preference, make sure that I do research and my

homework before making important decisions. Slow down and reality test ideas before jumping into implementation.

• Example: If I have a low R2 preference, make efforts to establish a personal connection with others through email, phone or in person before discussing tasks.

• Example: If I have a strong R1 preference, consider building on this strength by taking a course on developing and communicating vision and strategy in organizations.

• Example: If I have a strong L2 preference, consider learning a new software program that aids in project management or in making organizational systems more efficient.

2. Leadership Development• Example: Consider how I can give recognition to staff in ways that align with their

thinking preferences.• Example: Consider how to communicate organizational change initiatives in ways that

appeal to each type of thinking preference.• Example: Consider using the four quadrant model as a 360 degree feedback

framework for improving leadership effectiveness.



3. Team Member• Example: Examine which thinking preferences are underrepresented in the team and

make efforts to contribute to team effectiveness by offering that perspective.• Example: Develop a balanced scorecard for rating team effectiveness based on the

four quadrants.

• Example: If you are the only team member contributing a thinking preference, share this fact with the group and invite other team members to help share this role.

4. Functional Role• Example: If I were in sales, consider developing a whole brain approach to provide a

sales message.• Example: If I worked in an information technology role with a strong left brain

preference, consider how to communicate this knowledge in way that someone more right brained could understand.

• Example: If I worked as a trainer, consider examining my workshop design to see if they are balanced in terms of pedagogies and learning activities that appeal to each type of thinking preference.



5. Personal Relationships• Example: Examine how I can give recognition, love or support to a significant other in

a way that is in line with their thinking preferences especially when they are different than my own.

• Example: Communicate your preferences so that the other side is aware of them. Don’t assume they will know especially if they tend to think differently.

• Example: Examine potential thinking preferences that are missing in your important relationships and identify ways to shore up those capacities.

6. Other• Example: Consider assessing your skills in the various quadrants as distinct from your

thinking preferences. Are there skills you would like to develop?• Example: If you are working in a team where creativity and innovation are required,

consider developing a whole brained process for innovation that capitalizes and ensures that each thinking preference is being leveraged.

• Example: If I am contemplating a career transition, consider career options that primarily rely on my thinking preference strengths while at the same time allowing me to develop thinking preferences that are not in my strength areas.

Developing Social Intelligence Workshop – Resources for Further Learning

For a range of additional learning resources such additional training workshops, e-learning programs,executive coaching, podcasts, blogs as well as reading bibliographies please visit:

www.globalinsightsconsulting.com

Developing Social Intelligence Workshop – Closing

!!! Thank You!!! For Participating

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Documents

Developing Social Intelligence with the NBI™ REPLACE WITH YOUR LOGO ½ Day Workshop