1. ©2013 Global Insights Consulting, LLC Neethling Brain Instrument™ NBI™ Thinking Preferences and Decision Making Neethling Brain Instrument™ NBI™ Thinking Preferences and Decision Making

2. L1 – Realists and Analysts ©2013 Global Insights Consulting, LLC Prefer decisions to be made based on: Data, facts, logic, metrics, research, analysis In accordance with planned objectives and goals According to policies and/or standards With a focus on achieving results and targets L1 dominant thinkers value accuracy, being definitive, logic and reasoning and therefore tend to appreciate decision making that appeals to these values. They may appreciate the use of decision making tools like: SWOT analysis, cost/benefit analyses, system selection procedure, payoff matrices, forced pair comparisons, decision trees, etc… L1 Analysts are comfortable with extensive analyses and data and will like to have a strong business case based on metrics, financials and research. L1 Realists will not need as much information as the L1 Analysts however will likely appreciate executive summaries of research, data or best practices that inform decisions.

3. L2 – Preservers and Organizers ©2013 Global Insights Consulting, LLC Prefer decisions to be made based on: Systematic procedures, steps, roadmaps Specification of implementation processes Thorough preparation and detail With a focus on change management surrounding the decision including roles and responsibilities, timelines, milestones, contingency plans, etc… L2 dominant thinkers value order, control systems, plans, stability and predictability and therefore tend to appreciate decision making that appeals to these values. They will often primarily be concerned with the implementation of decisions and will likely resist buying into decisions that are not well thought out or planned or that do not feel procedurally fair. L2 Organizers will very much appreciate attention to the change management Involved in implementing decisions and will respond well to steps, milestones, road- maps and clearly defined deliverables and measures. L2 Preservers will buy-in to decisions that are well planned, not rushed and where the case for changing the status-quo has been clearly laid out and where potential losses are mitigated.

4. R1 – Strategists & Imagineers ©2013 Global Insights Consulting, LLC Prefer decisions to be made based on: Risk, creativity, experimentation, change Exploration of novel options and alternatives Challenging of assumptions and the status quo Visions and metaphors of a desirable future state that is exciting and that will take things to the “next level” R1 dominant thinkers value change, experimentation, creativity and innovation, and being on the cutting edge and therefore tend to appreciate decision making that appeals to these values. They will often primarily be concerned with trying out ideas, brainstorming, mind mapping, piloting decisions, experimentation and taking bold risks. They may flip/flop when making decisions—meaning they can and may change their minds easily. For R1s “perfection is the enemy of the very good.” R1 Imagineers will appreciate vision, metaphor and images that help paint a picture of the “new world” that will emerge after decisions are made and implemented. They will value taking some bold risks, “thinking big” and “outside the box”, and generating novel approaches that haven’t been tried before. R1 Strategists will be more concerned with exploring different pathways to get to their desired goal and will appreciate decisions that explore a range of alternatives before selecting one or two approaches to try.

5. R2 – Socializers and Empathizers ©2013 Global Insights Consulting, LLC Prefer decisions to be made based on: Consensus, inclusion, collaboration, respect Including all voices and stakeholders Consideration of the impact on others An integration of multiple perspectives Based on intuition and what feels right R2 dominant thinkers value building consensus and creating a social climate that is fair, respectful, and inclusive and therefore tend to appreciate decision making that appeals to these values. They will often primarily be concerned with ensuring that all voices have been consulted in the decision making process and that parties have had sufficient time to be listened to and for all perspectives to be thoughtfully considered. R2’s will often attempt to find integration of diverse viewpoints and therefore may need time to build such consensus. R1 Empathizers will appreciate the opportunity for individual viewpoints to be expressed and will respond well to methods such as interviews, appreciative inquiry, or one-to-one consultations with decision makers in order to be heard and for their viewpoints to be considered. R2 socializers may appreciate group decision making processes and methods like Open Space Technology, Future Search and common ground dialogue methods that allow for community members to have voice and for collective wisdom to emerge.

6. 1.Most people tend to have a high preference for two quadrants and therefore it is important to consider more than just the highest dominant preference. 2.Effective decision making is often an integration of left brain analytical processes as well as more right brain intuitive processes. 3.Each NBI thinking preference brings strengths to the decision making process and also can have blind spots or weaknesses if not moderated by other preferences. 4.A holistic approach to decision making attempts to blend all four styles and leverages each preference at various stages of the decision making process. 5.We can learn to make better decisions by challenging our tendencies and being aware of the “law of least effort” – that the brain seeks to maximize efficiency and develops pathways of thinking that are comfortable and that take less effort. When decisions are important and complex it may be important to work against our preferences in order to make decisions after challenging our comfort zones and assumptions. Key Points NBI™ Styles and Decision Making ©2013 Global Insights Consulting, LLC