Sense to Solve’s Start Thinking process is a highly engaging, experiential process designed to develop self-awareness, personal growth, relationships with others and as a result, stronger teams and more effective organisations.
The process is based on the globally acclaimed Whole Brain® model and the Herrmann Brain Dominance Instrument (HBDI®). The Start Thinking process begins with each delegate completing the HBDI® survey online. From this we generate an individual HBDI® profile and/or a team profile of the learning group.
This is followed by a Start Thinking workshop, during which we explore how different thinking preferences drive behaviour and shape relationships. This process drives self-awareness and enables us to open people up to thinking and learning better, by using their whole brain.
Whole Brain® activities also encourage participants to embrace diversity by welcoming collaboration with people that have thinking preferences that are different to their own. This works well with the overarching themes of both self-awareness and relationship building.
The tools and activities provide the basis for content that can drive on-going learning initiatives between classroom sessions. In addition to workshops, Sense to Solve offer one-on-one consultations for those who want to explore individual or team profiles in more depth.
We can also help you to further integrate the process with Learning Circles and/or the establishment of Whole Brain Councils, as well as, internal engagement campaigns to deepen learning and integration.
The Whole Brain® model was developed by Ned Herrmann who was curious about the nature and source of learning and creativity. His research made it clear to him that the source of both creativity and learning is the brain. This Aha moment led to the development of the Whole Brain model and the Herrmann Brain Dominance Instrument (HBDI®).
The Whole Brain® model is a metaphor that divides the brain into four quadrants: Analytical Thinking, Organised Thinking, Conceptual Thinking and Social Thinking. The model is non reductive as it recognises that many people have more than one thinking preference, that thinking preferences may shift under stress and are also influenced by introversion and extroversion.
The Herrmann Brain Dominance Instrument (HBDI®) is a 120-question diagnostic survey. Answers provided indicate different thinking style preference/s. Scoring results are free of value judgement and cultural bias. Because it is based largely on self-analysis, most people immediately recognise their results as accurate.
UNDERSTANDING OF SELF: Relationship with self and others (personal and professional relationships), thinking styles, learning styles
PERSONAL GROWTH: Education/training direction, career direction, job choice and job satisfaction, personal creativity, creative problem solving, team and relationship building
TEAM BUILDING: Understanding of others – thinking styles and ways of working, resourcing for Whole Brain® effectiveness, working with diversity, moving from group think to group genius
CREATIVITY & INNOVATION: Understanding innovation and creative processes, Whole Brain® approach to creativity and innovation, establishing a climate for creativity and innovation, unleashing creative potential
COMMUNICATION: Understanding your audience and appealing to people with different thinking preferences. Speaking, writing, formatting, designing, facilitating, training, clarifying, presentation of materials
MANAGEMENT & LEADERSHIP: Understanding of management vs. leadership – roles and styles, staff development, communication, planning – strategic and operational. Managing differences and diversity, managing change, alignment of corporate issues, creative climate building, improving productivity
TEACHING & LEARNING: Design and delivery, evaluation, presentation materials, training trainers, participant selection/groupings
COUNSELING: Educational, career, job, clarifying relationships
DESIGN: Educational courses, meetings, presentations, learning materials, publications, advertisements, job design and team structuring
DIAGNOSIS: Occupational profiling, thinking styles, learning styles, organisational structure and culture, management style, key leadership issues
SELLING: Needs assessment, assignment and management of sales roles (i.e. acquisition vs. development and retention), strategy development, communication, sales training
The concept of a learning circle (also known as a wisdom circle or wisdom council), where equals come together to organise and honour the collective wisdom of the group, is as old as fire. The practice can be traced back to indigenous cultures across the globe including Australia, Africa, the Americas and ancient Greece. For example, early native councils of elders came together to understand problems in the spirit of diversity and shared community.
Since then, learning/wisdom circles have been adopted by organisations from different backgrounds to empower their members to make informed choices and take decisive action.
The use of a circle works both as an organising structure and as a descriptive metaphor for the meeting of equals.
Learning circles are also not dissimilar to the concept of a Mastermind group, formally introduced by Napoleon Hill in the early 1900’s in his timeless classic, “Think and Grow Rich”. Hill defines the Mastermind principle as “The coordination of knowledge and effort of two or more people, who work toward a definite purpose, in the spirit of harmony.” He adds: “No two minds ever come together without thereby creating a third, invisible intangible force, which may be likened to a third mind.”
Whole Brain Learning Circles
Whole Brain Learning Circles are specifically constructed as groups of 4-6 people, with diverse thinking preferences based on their HBDI® profiles.
Other forms of establishing diversity
The establishment of group diversity can also be based on different skill sets, designations or backgrounds, diversity of interest, and so on.
The purpose of Learning Circles
Regardless of how you establish diversity, the purpose of the Learning Circle is to leverage the diversity of the group, rather than, individuals relying on their own isolated perspectives. This is highly beneficial when solving complex problems, responding to new opportunities and deepening understandings in relation to human dynamics (internally and externally).
In addition, Learning Circles are an affective way of keeping training initiatives alive and aim to ultimately become self-regulating and self-sustaining groups within the organisation. The obvious benefit of this is a deeper level of both learning and integration.
Self-regulating Wisdom Circles
This is the ultimate goal. At this stage the group becomes both self-regulating and self-sustaining and relies only on Sense to Solve for intermittent supervision sessions.
As an induction into the process of establishing and facilitating a Learning Circle, and to deepen and further integrate learnings, Sense to Solve offers 4 x full day workshops. Each workshop is designed to respond to one of four prominent themes that impact organisational development:
Each workshop is a one day process that includes up to five circles, comprised of 4-6 people per circle. In an ideal world, the process is sequential and all participants would be asked to commit to the entire 4 day process, which would be run over 8-12 weeks.
Sense to Solve will also custom-design workshop sessions around other key themes upon request.
Facilitated Wisdom Circles
Facilitated Learning Circles work on a similar basis to Mastermind groups. The role of the facilitator includes supporting the circle to ensure diversity of membership, to establish ground rules, teach facilitation techniques and to provide the group with support functions like communication between members, the setting and documenting of goals and helping the group to hold one another to account in relation to those goals.