Look here for past, present and future information on Whole Brain Technology®.
May 7, 2013
"Are we living in a lazy brain society?"
That was the question posed by author and business expert Ana Weber as she considered how technology is impacting the way we use our brains.
March 29, 2013
Middle managers used to be the first on the chopping block when times got tough. In today's environment, however, they're becoming more and more essential to organizational success, observes Wayne Goodley, director of Herrmann International New Zealand, in an article for The National Business Review (New Zealand).
February 1, 2013
In the Training Journal UK article, Ann Herrmann-Nehdi explains how understanding how everyone thinks can be the key to higher team performance.
January 4, 2013
This paper examines decision-making as an indicator of adaptive capacity and resilience in organizations within the recovery context. In particular, it draws on three frameworks for applying 'whole-brained' thinking as an organizing principle for decision making in post-disaster (recovery) situations. It also highlights generic (but typical) decisions in simulated civil defense emergency management recovery contexts and offers insights into 'whole-brained thinking' constructs as developed by Herrmann (1994).
October 26, 2012
Carson Tate, Managing Partner of the management consultancy, Working Simply, is on a mission to bring productivity with passion back to the workplace.
But in a business environment increasingly dominated by knowledge work, she was finding that the traditional one-size-fits-all approach to managing time, tasks and projects wasn't working for her clients. An introduction to Whole Brain® Thinking during her Masters program studies sparked an idea: What if thinking preferences inform how we manage time, tasks and projects?
September 11, 2012
Preparing for what was dubbed the "logistical minefield" of the 2012 Olympic Torch Relay was its own Olympian feat for organizers and sponsors. Discover how Coca-Cola used the Whole Brain® Thinking methodology and tools to prepare its teams for the Olympic Torch Relay, and how the framework will continue to play a key role in the organizational culture going forward.
September 10, 2012
In the September 2012 issue of Top Sales Associates Magazine, Ann Herrmann-Nehdi, CEO of Herrmann International, provides strategies, tips and techniques to help salespeople expand their "brain bandwidth" so they can better manage today's complexities and increase their sales effectiveness.
August 20, 2012
Nearly every organization today is dealing with a constant stream of new challenges and pressures, and with them, unprecedented levels of complexity. At the same time, the expectations—for better results, faster turnarounds, increased growth, higher customer satisfaction, competitive differentiation—aren't decreasing. In fact, we're demanding more. It's clear the tools and processes that have worked for us in the past are no longer up to the task.
June 14, 2012
For freelancers and consultants, communication skills play a significant role in how well they are able to gain the confidence of their audience, ensure their messages are heard accurately, and win business.
June 20, 2011
Can the HBDI® provide insights into your marriage? After a fight involving finances, this Wall Street Journal reporter and her husband discovered that their opposite dominant brain quadrants had a hand in the argument.
Carolyn May of Stillmuchtooffer Ltd.
June 23, 2010
In this article for OnRec Magazine, Carolyn May of Stillmuchtooffer Ltd. explains how the Herrmann Brain Dominance Instrument® (HBDI®) serves as a valuable multi-purpose management development tool, aiding individual personal development in a way that leads directly to sustained company growth.
Article reproduced from Online Recruitment Magazine by kind permission of DH Publishing Ltd., a wholly owned subsidiary of Tarsus Group plc.
June 3, 2010
In the June 2010 issue of Chief Learning Officer Magazine, Ann Herrmann-Nehdi discusses the role learning style models play in improving learning effectiveness and outcomes. The article highlights IBM’s success in accelerating leadership development by integrating the Herrmann Brain Dominance Instrument® (HBDI®) and Whole Brain® Model into its global new leader development program.
May 3, 2010
In the May 2010 issue of ASTD’s Training+Development (T+D) Magazine, Ann Herrmann-Nehdi, CEO of Herrmann International, discusses what we’ve learned about Whole Brain® Thinking and Learning since the magazine originally published a series of articles by Herrmann International’s founder Ned Herrmann in the early 1980s.
January 8, 2010
When the world is in economic turmoil and your business is entertainment, it takes creative thinking to keep ahead of the game. Harrahs Entertainment, a global provider of branded casinos with 85,000 employees working across six countries, has found that it can reach creative solutions to tough problems and address many major business issues by harnessing the power of “diverse-by-design” teams.
June 15, 2009
Stress is at an all-time high for managers in this economy, and one thing we know from brain research is that stress creates “noise,” making it even harder to think and focus. Managers are expected to take on more and do it faster in the midst of new challenges and increased distractions. Ironically, to go faster, they’ll need to start by slowing down.
September 15, 2007
Ann Herrmann-Nehdi explains how she was "wired" into studying the brain and continuing her father's work.
September 14, 2007
As business undergoes rapid transformation in the global era, organisational culture is more than ever the key to long-term success.
CNN.com reprint from Oprah.com
July 18, 2007
Registrants -- some 4,500 -- must have dropped at least 30 pounds and kept them off for a year or more, though the average member has lost twice that much and maintained it for about five years. What had enabled them to triumph where so many others falter?
July 1, 2007
The American Creativity Association
publishes a bimonthly newsletter called FOCUS on Creativity in which they have published this article written by Ann Herrmann-Nehdi in the July-August issue. The article is an examination of the connection between thinking styles and different phases of innovative and strategic thinking processes to more effectively build skills.
Ann Herrmann-Nehdi for ASTD 2007
January 31, 2007
Leaders of todays' companies must learn to seek out and reward innovative ideas from all members within their company to be successful and thrive. Knowing how your team members prefer to think will significantly help your company assess what programs you have in place, or need to put in place, to build skills in innovative thinking and processes.
Ann Herrmann-Nehdi Interview by Michele Molnar
November 1, 2006
Being a CEO requires a "whole-brain" approach, and our primary job is to think. We need to listen for, and leverage, thinking styles from others that brings fresh thinking into the mix, even if that thinking makes us uncomfortable.
January 1, 2006
Whole Brain® methodology forces consideration of all the issues. It is essential that any two or more individuals who desire to form an alliance or partnership start by developing a shared understanding of all the issues, as presented from all four quadrants.
Fast Company by Jenniger Vilaga
October 15, 2005
Charles Dwyer says "To be effective with people, you have to assume the relationship is asymmetrical, with you accepting 100% responsibility." The course begins with the HBDI® to categorize people by the way they process information.
December 1, 2003
How using the whole brain to make sure all needs are met results in a more effective and productive coaching/mentoring program.
Compiled by Cheryl Eckl from HBDI® Case Studies
May 15, 2001
RESULTS that have been achieved from using Whole Brain® Technology™ with the HBDI® and workshops.
August 1, 1999
The asymmetry of the human body leads to the concept of dominance and, in turn, led Ned Herrmann to create the HBDI® and Whole Brain® Technology. Read more on the theory behind the HBDI®.
Charles G. DeRidder and Mark A. Wilcox
January 1, 1999
Learn how to improve group productivity/efficiency when you’ve tried adding extra people, but you still aren’t getting the results you expected, or needed. Create groups that are organized to maximize the mind.
Human Resource Executive
September 1, 1998
Training loners to be group-minded thinkers so as to share ideas with others and increase problem-solving practices.
January 1, 1998
Learn to deliver your key learning points in all four quadrants to provide a better experience for all involved: the trainer/teacher/presenter, the individual learners, and the sponsoring organization.
January 1, 1995
We must begin to change our assumptions about learning styles to accommodate those who think differently. In the application of whole brain approaches to education, we don’t teach people how to draw or sculpt as much as we remove the barriers to their ability to see. The understanding of self—the discovering of self—can be greatly facilitated through Whole Brain® approaches to learning. It’s never too late for gifts and talents to emerge. Never too late!
Ned Herrmann and Ann Herrmann-Nehdi
January 1, 1995
How we use all four thinking preferences to optimize our abilities and achieve success.
January 1, 1998
Creative and strategic thinking are no longer optional in today’s rapidly changing environment. We must all learn to tap into our four different selves, as each event requires, in order to optimize our contributions and become successful.