 | "I've been using Emergenetics training with my management team over the past fifteen months. It is helping us improve our communication and with team-building and coaching. I appreciate the science behind the Emergenetics model. Emergenetics is effective, creative, and fun. I hope all our employees read this book."
Luis Castillo, Vice President, Siemens Medical Solutions Health Service
"[EMERGENETICS] provides readers with an appreciation of how the four elements of Emergenetics thinking (i.e. Analytical, Structural, Social, Conceptual) translate from personality traits to practical applications. Our ability to emphasize these elements to varying degrees at the appropriate time affects our ability to adapt our reactions to every day's events. There are also outlines for in-depth personality changes emphasizing specific Emergenetics elements. With these yes-this makes-sense views of Emergenetics still fresh, the reader can begin reading Chapter 1 knowing that the information hits the target. Bearing in mind that "Great minds do NOT think alike," here's a look at each of the four thinking elements and their effects on personality:
- Analytical thinking is logical and objective. Analyticals rely on facts and figures. They may be prone to over-analysis, and may prefer to work alone. They may come across as the perpetual devil's advocate with their "prove it" mantra, when they are simply trying to understand what's not in the data.
- Structural thinkers are don't-miss-a-step, A-Z process-oriented. They are outcome-focused, practical problem solvers. But their don't-miss-a-step mentality limits creativity. They have a low tolerance for new ideas and change.
- The Social thinker knows how to relate to people. This can be beneficial if channeled toward getting them to work together, but detrimental if the Social becomes the social butterfly. Socials must know "what's in it for me."
- Conceptual thinkers are idea factories. They see the big picture, but have difficulty with the details. They can be frustrating because they can't focus solely on one task."
BIZ BOOKS by Jim Pawlak, as seen in the Chicago Tribune and elsewhere 2/27/2006
“…The [Emergenetics] tools have been developed by the company, based in Denver, Colorado, using brain dominance research. They assess thinking preferences and behavioural traits in individuals, and with this information Emergenetics helps companies improve their human resources practices and the personal effectiveness of staff.
“The extensive research, which involved more than 250,000 adults, studied how genetics — how we are pre-wired at birth to think and act in certain ways — interacts with socio-environmental factors to form common, recognizable patterns.
“ ‘Our theory came from combining neuroscience with psychology,’ said the company’s founder, Geil Browning. ‘Our mission is to assess how people think and behave, so you can put together the right processes in your organization, enhance relationships with people and increase profits.’
“Employers who understand their employees’ learning and thinking preferences can motivate them better and increase productivity by giving them tasks based on their work competencies.
“…In January, Emergenetics – which has offices in North America, Europe, and Australia – opened an office in Singapore, which will be used as a base for expansion into Asia.
"Helping Staff Find the Right Fit" Today newspaper, Singapore, 6/13/05
“Emergenetics, which began life in the US, has become popular in much of the world and is now in the process of conquering Asia, where much store is placed in education and on how learning works.
Seven Strands of Emergenetics
Analytical (Blue)
Logical, abstract, and quantifiable, the analytical mind enjoys rational problem solving and inventing systems that incorporate necessary details. The predominantly rational mind may appear to deny emotion.
Structural (Green)
Methodical, conservative, thorough, and practical, the structural mind likes to follow procedures and plan workable solutions. The predominantly structural thinker often appears to lack imagination.
Conceptual (Yellow)
Creative, intuitive, holistic, and unusual, the conceptual mind likes to shake things up, experiment, and think outside the box. Predominantly conceptual thinkers are often described as ‘far out.’
Social (Red)
Personalised, empathetic and intuitive, the social thinker likes team building and taking care of others. Predominantly social thinkers can sometimes be seen as too emotional.
Expressiveness
People at the lower end of the expressiveness spectrum enjoy being alone and prefer to think before they speak. Predominantly expressive people enjoy talking with others and sparking conversations.
Assertiveness
Those with a lower score in assertiveness tend to reflect and support more than those with high scores who usually enjoy vigorous debate and like to plow ahead with things.
Flexibility
Highly flexible people tend to accept all ideas and enjoy handling ambiguous situations, whereas those who are less flexible prefer defined situations and things that are focused.
“Who Do You Think You Are?” Bangkok Post, Thailand, 3/7/06 |
| |