The 1 Absolute Necessity in Decision Making

What is not being said in your meetings?Last week, I sat in a meeting of executive leaders, noting the quick progress they were making through an off-site retreat agenda. They listened to each other. They were moving right along, discussing a challenge, easily coming to a conclusion, and moving on to the next topic. They were focused. At the end of the meeting, they all left with smiles on their faces. In the hallway, one said to me, “Now THAT is what I call an effective meeting!”I disagree.Everything ran so smoothly. After all these years working together, the team felt they were just functioning like a well-oiled machine. Everyone listened to each other. When someone threw out a new idea, everyone loved it.What went wrong?All the brains in the room approached each challenge, decision, and issue from the same lens. They stayed the course, developing solutions for each planned task. Everyone was on the same page because they were acting as one person. One brain using the same superhighways to come to conclusions.What was missing? A diversity of thought to stimulate innovative conclusions.In the 21^st century workplace, innovation and creativity rule. Whether you are creating the iPhone 7, or creating new revenue avenues.How can you do this with relative ease? In every meeting, consider the following Four Thinking Strengths of the brain. Pay attention if one of the strengths is not naturally exhibited by someone in the room.The Analytical Brain seeks context, and wants clear objectives. She needs facts and data to support decisions. Appreciate her skepticism to insure you have considered all angles. She learns by thinking and watching, and is an abstract and convergent thinker. She will ask:

• Do I have all the pertinent facts?
• What is the bottom line?
• How does this impact…?

The Structural Brain takes detailed notes and asks about next steps. He follows rules and guidelines. He is methodical, practical, and cautious. He learns by doing, and is a concrete and convergent thinker. He will ask:

• Will I be in control?
• What will we need to execute?
• Why? Why? Why? Build the case for me.

The Social Brain considers the impact to the team, and seeks to validate team members. She gathers information through people, and learns through personal experience. She pays attention to her gut reactions. Like the Structural Brain she is a concrete thinker, from a divergent perspective. She will ask:

• How will this impact others?
• What are other possible options?
• What is everyone’s opinion?

The Conceptual Brain connects ideas at a global level. He will present unique and imaginative ideas. He likes to take risks, and take an experimental approach to projects. Like his Social counterpart he uses intuition as part of his problem solving skills. He is an abstract and divergent thinker. He will ask:

• Have I seen all the possibilities?
• What if…?
• What are the hidden opportunities?

Don’t miss out on prospects. Consider all angles by considering the four preferences of the brain.This research was developed by Emergenetics, which provides an in-depth knowledge of our unique make-up, an understanding of who we are and how our brain prefers to function. The Emergenetics Profile is built on four Thinking Attributes, and three Behavioral Attributes that every person exhibits.