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2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
1
August 9, 2017
The Whole Brain Model:
Working Styles,
Change & Conflict
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
1
2
The Whole Brain Model:
Working Styles, Change & Conflict John T. Berberet, MA, MFT
Course Description
The Herrmann Whole Brain model presents a conceptual framework which
can help you learn more about your preferred modes of thinking, learning and
working. In this workshop you will participate in exercises which assess your
Whole Brain style. Through the process, you will gain a deeper understanding of
yourself and ultimately others.
The model offers practical descriptions of the diversity of cognitive styles that
managers and team leaders can use to understand human differences. Special
attention will be given to understanding how each thinking style approaches and
deals with change and conflict, all while having a lot of fun and insightful
experiences.
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
2
August 9, 2017
3
The Whole Brain Model:
Working Styles, Change & Conflict
Learning Objectives
After completing this course, you will be able to:
● Identify ten factors of organizational change that lead to conflict
● Identify three recent changes in your institution that led to conflict
● Describe the characteristics of the four quadrants of the Whole Brain Model
● Define your two primary work style preferences based on the Whole Brain
model
● List 3 strengths and 3 weaknesses of your work style preferences
● Write a four point plan to reduce organizational conflict related to change using
the Whole Brain Model
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
CHANGE AHEAD
4
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
3
August 9, 2017
PHASE 2
Resistance
PHASE 3
Exploration
PHASE 4
Commitment
PHASE 1
Denial
Change Curve Model
5
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
6
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
4
August 9, 2017
The Individual Change Path
Time
Pe
rfo
rm
an
ce D
urin
g C
ha
ng
e
7
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
The Individual Change Path
Time
Pe
rfo
rm
an
ce D
urin
g C
ha
ng
e
Shock/
Resistance/
Confusion
Denial/ False
Confidence
Dejection/ Despair
Letting Go/ Flying
Practice/ Testing/
Experimenting
Seeking to Understand
New Meaning &
New Behavior
8
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
5
August 9, 2017
Why Might Change
Contribute to Conflict?
• Losses
• Shifts in expectations
• Shifts in the way work gets done
• Change creates tension in ourselves and
between colleagues
• Everything feels disorganized or unfamiliar
9
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Why Might Change
Contribute to Conflict?
• People feel vulnerable, managers too
• Job competencies & job descriptions are
altered
• Requires new ways to communicate
• Creates uncertainty
• A wide range of emotions, some complex,
are expressed, verbally and non-verbally
10 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
6
August 9, 2017
Why Might Change
Contribute to Conflict?
• Budget reductions or reprioritizing
• Mid course corrections
• Unexpected expenses
• Departments get moved
• Reorganizations
• A wide range of emotions, some complex,
are expressed, verbally and non-verbally
11 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
What Changes at
Work are You Facing?
• What changes do you see under way or
coming at your institution?
• How are you involved in any of these
changes? Change initiatives?
Responses to change?
• How are you involved in one or more of
these planned (or not) changes?
• How do one or more of the changes
affect you?
12
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
7
August 9, 2017
13
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
The Whole Brain Model:
Understanding Change & Conflict
14
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
8
August 9, 2017
The Agenda
presented by: John Berberet, MA, MFT for WACUBO
Step 1: Sort Cards
Step 2: Trading
Step 3: Choices
Step 4: Explanation of Whole Brain Model
Step 5: Group Discussion -- by Colors
Step 6: Small Group Discussion
John Berberet MA, MFT [email protected]
15
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
What is the color of the card with
which you most closely identify in
your working style?
1. Blue
2. Green
3. Yellow
4. Red
16
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
9
August 9, 2017
How would you describe your
“significant other” or
best friend – as being the same as
or different from you:
1. Same predominant style as me
2. A mixture of same and different
3. Different predominant style from me
17
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Logical
Rational
Big Picture
Creative
Organized
Planned
Interpersonal
Feelings
The Whole Brain Model
18
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
10
August 9, 2017
The Whole Brain Model
• Metaphoric model-based on brain research
• Style = preferred modes of thinking, learning and working
• Nature and Nurture
• All styles are neutral
• We have capacity for all styles
• Preferences different from competence
• Organizations need all styles
• Understand and value diverse styles
19
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
The Creative Brain
Figure 1-11. Phyllis the Left-brainer Figure 1-12. Sam the Right-brainer
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
20
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
11
August 9, 2017
How would you describe yourself:
1. Similar to Phyllis the left-brainer
2. Similar to Sam the right-brainer
3. Sometimes like Phyllis and
sometimes like Sam
21
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
22 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
12
August 9, 2017
• Logical
• Analytical
• Linear Thinking
• Quantitative
• Here-and-Now
23
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
• Argue rationally
• Generalize from specifics
• Problem-solve logically
• Know the bottom line
• Critical analysis
• Solve tough problems
• Gather facts
• Measure precisely
• Make things work
• Rational, unemotional
• Consider financial aspects
• Goals & outcomes
• Realistic & present-oriented
• Efficient
24
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
13
August 9, 2017
25 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
What is the most likely “blue”
magazine/website?
1. FoxNews.com
2. People.com (People Magazine)
3. ScienceNews.org
4. OrganizedHome.com
26
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
14
August 9, 2017
• Organized
• Sequential
• Safe-keeping
• Planned
• Detailed
• Implementer
27
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
• A rule & a place for
everything
• If it ain’t broke, don’t fix it
• On time
• Action-oriented
• Approach problems
practically
• Stand firm on issues
• Maintain standard of
consistency
• Stable leadership &
supervision
• Detailed plans &
procedures
• One thing at a time
• Keep financial records
straight
• Neatness & protocol count
• Disciplined & reliable
• Order & control
28
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
15
August 9, 2017
29 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
What type of company would you
most associate with “greenness”?
1. Apple
2. California Closets
3. Google
4. Hallmark
30
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
16
August 9, 2017
• Interpersonal
• Feeling-oriented
• Teamwork
• Intuition
• Communication 31
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
• Attuned to people &
group dynamics
• Empathetic & nurturing
• Experience is reality
• Intuitive, understanding
• Care about values
• Recognize
interpersonal difficulties
• Helping, coaching,
partnering
• Participation &
collaboration
• Expressive, talkative,
friendly
• Spirituality
• Personal growth
• Build relationships &
teams
32
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
17
August 9, 2017
What movie would you associate
with “redness”?
1. Ex Machina
2. Dirty Harry
3. Toy Story 3
4. Mad Max: Fury Road
33
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
• Creative
• Innovative
• Holistic
• Synthesizing
• Visionary
34
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
18
August 9, 2017
• See the “big picture”
• Risk-taker
• Recognize new
possibilities
• Integrate ideas &
concepts
• Bend or challenge
established policies
• Problem-solve in
intuitive ways
• Use metaphor
• Originality &
imagination
• Curious & adventurous
• Design/Artistic
• Like variety & multi-
tasking
• Envision the future
• Impulsive & playful
35
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
36 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
19
August 9, 2017
Which profession has the most
“yellow”?
1. University Business Officer
2. Quality Control Supervisor
3. Fashion Designer for Lady Gaga
4. Botanist
37
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
• Being Challenged
• Analyzing & Diagnosing
• Logical Processing
• Finance & Numbers
• Making Things Work
• Solving Tough Problems
• Clarifying Issues
• Explaining Things
• Dealing with the Future
• Seeing the Big Picture
• Inventing Solutions
• Developing New Things
• Providing Vision
• Taking Risks
• Integrating Ideas
• Bringing About Change
• Administering
• Attending to Detail
• Being in Control
• Building Things
• Establishing Order
• Timely Implementation
• Planning Things Out
• Providing Support
• Coaching
• Working with People
• Communicating
• Building Relationships
• Expressing Ideas
• Teaching/Training
• Persuading People
• Being Part of a Team
How I Like to Put My WHOLE BRAIN to Work
38 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
20
August 9, 2017
Whole Brain Model Communication Preferences
BLUE • Facts, no fluff
• Technical accuracy
• Articulated ideas
• Brief, clear, precise
• Critical analysis
• Straight forward
YELLOW • Metaphors
• Big picture overview
• Imaginative
• Conceptual framework
• Exploration
• Visual
GREEN • Details
• Thoroughness
• Rules & procedures
• Action plans
• Explanations
• Stay on topic
RED • Feelings & values
• Open discussion
• Expression
• Personal touch
• Empathy & consideration
• Stories & examples 39
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Blue Yellow
Green Red
• Authoritative
• Directive
• All-business
• Analytical
• Factual
• Adventurous
• Visionary
• Entrepreneurial
• Idealistic
• Holistic
• Traditional
• Conservative
• Organized
• Accountable
• Safe keeping
• Team oriented
• Supportive
• Personable
• Intuitive
• Communicator
Management Styles
40 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
21
August 9, 2017
• Define goals & objectives
• Logically solving problems
• Critical analysis & theory
• Efficiency, cost & data
• Working toward quantifiable outcomes
• Strategize & visualize the future
• Risk taking & experimenting
• Combining & connecting concepts
• Brainstorming new ideas & solutions
• Big picture perspective
• Attention to detail & procedures
• Moving from point A to point B
• Task allocation, organization & planning
• Follow-up & scheduling with time lines
• Making sure everything is in order & in
control
• Mediating & facilitating
• Sharing, listening & expressing
• Collaborating & building relationships
• Intuitive sensing of underlying issues
• Being sensitive to other people
Team Approaches
MOVING TOWARD
CLOSURE
“How can we make this happen?”
KINDLING THE SPIRIT
OF COMMUNITY
“Being part of the team”
GETTING DOWN
TO BUSINESS
“What’s the Theory of the case?”
BREAKTHROUGH
THINKING
“Challenge the Status Quo” 2
5
4 9
41 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
• What’s the bottom line?
• What are the facts?
• What are the financial consequences?
• What’s the logic behind the decision?
• What’s the goal or objective of the change?
• How is this going to affect my future?
• How does this fit into the big picture?
• What’s the “why” behind the change?
• Do I have freedom to influence how this
gets rolled out?
• How might this constrain me?
• Are there specific timelines?
• What are the specifics of the change?
• What’s the track record for this type of
change?
• How can I minimize surprises?
• What are the risks to me?
• What will be the emotional impact on me,
my family and my team?
• What are the implications for my
customers?
• Who will listen to my concerns?
• Will you engage me personally?
Getting On Board with Change
Reducing risk, mobilizing
resources
How do we mobilize to make it happen?
How does this affect
people?
Who needs to be involved? What
partnerships need to be developed?
Taking care of business
What is the business case for change?
Future Orientation
What is the vision of the new future state?
42 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
22
August 9, 2017
What 2 colors do you feel are the
strongest in your working style:
1. Blue/red
2. Blue/green
3. Blue/yellow
4. Red/green
5. Red/yellow
6. Green/yellow 43
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Mapping
44
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
23
August 9, 2017
The Whole Brain Model:
Working Styles,
Change and Conflict.
To Be Continued Take a break
See you in 10
45 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Whole Brain Thinking / Working Styles
1. What do you see as the major strengths in your
working style?
2. What do you see as the major challenges or
limitations in your working style?
3. How does your working style deal with change?
Give examples
4. On a team, your working style might find conflict
with which other working style(s)?
5. What do you want other working styles to
understand about you to improve team
performance?
46
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
24
August 9, 2017
The Individual Change Path
Time
Pe
rfo
rm
an
ce D
urin
g C
ha
ng
e
Shock/
Resistance/
Confusion
Denial/ False
Confidence
Dejection/ Despair
Letting Go/ Flying
Practice/ Testing/
Experimenting
Seeking to Understand
New Meaning &
New Behavior
47
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Many Individual Change Paths
48
Time
Pe
rfo
rm
an
ce D
urin
g C
ha
ng
e
Shock/
Resistance/
Confusion
Denial/ False
Confidence
Dejection/ Despair
Letting Go/ Flying
Practice/ Testing/
Experimenting
Seeking to Understand
New Meaning &
New Behavior
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
25
August 9, 2017
Why Might Change
Contribute to Conflict?
• Losses
• Shifts in expectations
• Shifts in the way work gets done
• Change creates tension in ourselves and
between colleagues
• Everything feels disorganized or unfamiliar
49
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Why Might Change
Contribute to Conflict?
• People feel vulnerable, managers too
• Job competencies & job descriptions are
altered
• Requires new ways to communicate
• Creates uncertainty
• A wide range of emotions, some complex,
are expressed, verbally and non-verbally
50 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
26
August 9, 2017
Why Might Change
Contribute to Conflict?
• Budget reductions or reprioritizing
• Mid course corrections
• Unexpected expenses
• Departments get moved
• Reorganizations
• A wide range of emotions, some complex,
are expressed, verbally and non-verbally
51 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
What Changes at
Work are You Facing?
• What changes do you see under way or
coming at your institution?
• How are you involved in any of these
changes? Change initiatives?
Responses to change?
• How are you involved in one or more of
these planned (or not) changes?
• How do one or more of the changes
affect you?
52
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
27
August 9, 2017
• What’s the bottom line?
• What are the facts?
• What are the financial consequences?
• What’s the logic behind the decision?
• What’s the goal or objective of the change?
• How is this going to affect my future?
• How does this fit into the big picture?
• What’s the “why” behind the change?
• Do I have freedom to influence how this
gets rolled out?
• How might this constrain me?
• Are there specific timelines?
• What are the specifics of the change?
• What’s the track record for this type of
change?
• How can I minimize surprises?
• What are the risks to me?
• What will be the emotional impact on me,
my family and my team?
• What are the implications for my
customers?
• Who will listen to my concerns?
• Will you engage me personally?
Getting On Board with Change
Reducing risk, mobilizing
resources
How do we mobilize to make it happen?
How does this affect
people?
Who needs to be involved? What
partnerships need to be developed?
Taking care of business
What is the business case for change?
Future Orientation
What is the vision of the new future state?
53 © 1990-2017 The Ned Herrmann Group, Inc. Used with permission
Working Styles, Change and Conflict
1. Review and add to your earlier notes on
changes you are facing. Select the change
effort that is most limited by interpersonal
differences or conflict, or likely to be
2. Use your Whole Brain materials to
understand and explain the interpersonal
differences or conflict and why this is
limiting the change effort
3. Using Whole Brain theory, draft a plan to
address the differences or conflict and
move the change effort forward
4. Outline your plan with 4 to 5 bullet points
54
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
2017 WACUBO Business Management Institute
John Berberet MA MFT Consulting & Training 805.455.7208 [email protected]
28
August 9, 2017
Working Styles, Change and Conflict
1. Briefly introduce yourself to your group
members based on your two Whole Brain
Thinking/Working Styles preferences
2. First person presents case with his/her plan
and receives feedback
3. Group members provide Working Styles
based feedback to each presenter
4. Second person presents and receives
feedback and so on
5. As time allows, large group discussion
follows
55
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission
References
Herrmann, Ned, The Creative Brain, Insights into creativity, communication,
management, education and self-understanding, The Ned Herrmann Group,
1995.
Herrmann, Ned, The Whole Brain Business Book, New York, McGraw-Hill,
1996.
Herrmann International, The Ned Herrmann Group -- http://www.hbdi.com/
Leonard, Dorothy & Straus, Susaan, Putting Your Company's Whole Brain
to Work, Harvard Business Review Article, Jul 01, 1997. Also available at:
http://www.susaanstraus.com/article.pdf
Morgan, Michael & Herrmann-Nehdi, Ann, Know Change…or No Change
Will Happen, A White Paper, July 26, 2007. Available at:
http://www.hbdi.com/uploads/100016_whitepapers/100565.pdf
Wikipedia:
http://en.wikipedia.org/wiki/Herrmann_Brain_Dominance_Instrument
56
© 1990-2017 The Ned Herrmann Group, Inc. Used with permission