In The Whole Brain Business Book, Ned Herrmann shares a story of the “aha” moment that came from just such a seating exercise. Presenting to a leadership group of a large company, he had assigned people to tables based on preferences (unbeknownst to the participants), and it turned out that the company’s chairman/CEO and president/COO had opposing profiles.
Elected as spokespeople for their respective tables to discuss the kinds of work they really loved and were energized by, it was almost as if they were speaking directly to each other, Ned recalled, as the “source of their 15 years of arguments and differences of opinion and frustration was being revealed.”
They realized they had a huge opportunity they were missing out on because they hadn’t been appreciating and taking advantage of their differences and cognitive diversity. It was not only a memorable public demonstration of the consequences of thinking preferences at work, but also the beginning of a true partnership between the two leaders.
Wayne Goodley, Director of Herrmann International in New Zealand, makes the point that seating by quadrant preference is “the best way to ease leaders into the appreciation of the HBDI®” and break down barriers to learning, adding that “the lively and often robust discussion which follows eliminates any doubts as to the effectiveness of the learning process.”
For HBDI® Practitioners out there, what’s been your experience with seating based on thinking preference? How has it affected the learning process and outcomes?