When Harry met Sally. . .
It’s the stuff of situation comedy: free-spirited love child meets obsessive control freak. Ambitious law graduate flats with unemployed party animal. Artists, intellectuals and sports stars are all forced to work together on a school project.
These stories engage us because they contain plenty of dramatic tension and we can laugh as wildly different characters look at each other in mutual incomprehension. Underpinning it all is the hope that they’ll eventually see each other’s strengths and learn to collaborate so they can live happily ever after.
It’s not that different in the workplace, with one important exception: a lot more is at stake.
The Herrmann Whole Brain Thinking model identifies four main areas of thinking processing: Rational, Practical, Feeling and Experimental. Most of us lean towards two of the four and this preference significantly affects our thinking, communication, ability to understand others, and likelihood of reaching our potential.
For ways to apply this powerful communication tool in your business, watch our video here.
Organisations think too
The Herrmann Whole Brain Thinking model can equally apply to organisations. One company might focus on financials and logistics at the expense of people and innovation, stifling growth. Another might emphasise research and development without properly safeguarding its products and intellectual property.
It’s hard to move forward when you’re off-balance.
How Whole Brain Thinking can help your business
We use Whole Brain Thinking as a framework for your organisation. We design communication strategies to allow you to think outside the square, make the most of your people and develop your organisation. We develop high-performing teams that promote innovation and deliver bottom-line results.
The ability to relate well with others is key to emotional well-being and success in life. Using Herrmann Whole Brain Thinking helps people to understand their own drivers and how they differ from others. This leads to better listening, patience and the ability to keep calm under pressure. This in turn leads to better relationships; at home and at work.
"Julie and Richard worked with our Executive Leadership Team guiding us to identify what makes a great team. Their knowledge and professional facilitation have enabled our team to better deliver the vision for health in our region with greater focus and commitment, and a deeper appreciation of the skills that each other brings to the challenge.”
Peter Bramley, CEO, Nelson Marlborough Health