The world’s leading thinking styles assessment tool, the Herrmann Brain Dominance Instrument® (HBDI®) is the assessment at the core of Herrmann International’s Whole Brain® Thinking approach. Developed in the 1970s by Ned Herrmann, then a manager at General Electric, more than thirty years of research and innovation stand behind the validity of the HBDI®.
The 120-question HBDI® assessment, which is administered by an HBDI® Certified Practitioner, evaluates and describes the degree of preference individuals have for thinking in each of the four brain quadrants, as depicted by the Herrmann Whole Brain® Model.
Once an individual understands his or her thinking style preferences, the door is open to improved teamwork, leadership, customer relationships, creativity, problem solving, and other aspects of personal and interpersonal development.
Find More at: https://www.thinkherrmann.com/
Wilson Learning’s Social Style and Versatility Profile
Versatility is defined as the ability to understand differences in communication preferences and to adapt to make others more open and receptive—creating more effective and productive relationships. Versatility is a skill that can be learned, and people who have it find it far easier to work together with others toward shared organizational goals.
Wilson Learning’s Social Style model defines four primary communication styles – Driver, Expressive, Amiable and Analytical
Consider the communication challenges faced by a non-versatile manager who has a different social style than three-fourths of their employees. An Amiable employee will not be comfortable with a Driver manager who seems too focused on tasks and unconcerned with personal relationships. Analytical employees don’t like to be told things they already know – but at the same time they don’t want gaps in information a manager could have provided. These kinds of misalignments create the potential for friction, misunderstanding and lowered productivity.
To understand Versatility and how it can affect relationships, consider people with whom you have regular contact. Do you know someone who is “too reserved” for your taste? Is there a manager, co-worker or family member who seems to you to be “too opinionated,” “too emotional,” or “too willing (or unwilling) to compromise?”
Chances are your reactions to these people are an indicator of differences in Social Style—how we habitually communicate and interact with others. When you find it easy to communicate and work with someone, there’s a high probability you share the same social style. When your communication is difficult, it is often because of unrecognized social style differences.