Last week we talked about why you should expect difference when it comes to thinking preferences.
Taking it a step further, one of the things we’ve learned from the data we’ve collected is that not only can you expect difference, you can expect balance: Organizations, ethnic groups and any group of a large enough size will have a balanced distribution across all four quadrants of the Whole Brain® Model. That’s why we say the world is a composite Whole Brain®.
In fact, our hard data from around the world demonstrates this finding conclusively: If the sample size is large enough—even just 50 or 100 employees—the composite of individual HBDI® Profiles will represent a highly diverse, but well balanced, distribution across the four quadrants of the Whole Brain® Model.
CEOs are always surprised by this. They often think their organizations have a tilt to the left mode or reflect the mental preferences of the leadership team or culture of the company. As a result, they aren’t managing their companies on the basis of the composite Whole Brain® reality of their organizations. Their leadership and communication styles have been either tilted in one direction or too confined for the global nature of the thinking and learning styles of their employees.
Just think about how much it might be costing these businesses, simply because they’re making the wrong assumptions about the true thinking diversity in their organizations. For starters, there is sure to be some degree of misalignment in jobs, training, communication and leadership approaches. But there is also likely an untapped well of perspectives and ideas that could be generating better decisions, solving problems more effectively and stimulating more innovative thinking across the board.
It’s highly likely your company’s workforce is made up of a balanced distribution of thinking preferences. The question to consider is whether this diverse workforce is being managed to take advantage of its potential productivity.
Most businesses today are made up of knowledge workers, and this is true even for those that have a large manufacturing component. In these highly competitive and complex times, production workers need to work smart; therefore, the mental demands of the work are greater than ever. Recognizing, managing and getting the benefit of all of the company’s thinking resources is essential to managing a successful company.
How well is your organization managing its thinking diversity?