Using Brain Profiles as a "tool for talking"

Very often in a conflict situation, it becomes apparent that there was a breakdown in communication somewhere along the line...and just as often it is a perpetuating situation. Eventually this can lead to individuals avoiding one another for the fear of more conflict or because they feel that it is impossible to work with the other person. More often than not, it is also a case of "nothing changes, because nothing changes."

In the book "Crucial Conversations", it is made clear that not all conversations are "important" enough to warrant conflict, but when the stakes are high, opinions vary and emotions run high - conflict can happen very easily.

This brings us to the utilisation of brain profiles as a tool for talking. Let me just recap on the term "brain profile" quickly: a brain profile is done by means of testing to determine with which part of a person's brain they prefer thinking. Your thinking preference in turn, determines a whole array of things, such as how you make decisions, how you prefer acting in a relationship, how you prefer acting as a leader, where your creativity lies and also, how you prefer communicating.

For instance, someone who prefers thinking with the top left part of their brain, prefers communicating in an accurate, coherent, realistic way while validating, probing and questioning, but they do not like too much detail. On the other hand you may have someone who prefers thinking with the bottom left quadrant of the brain: while also factually oriented, they prefer very disciplined, cautious and methodical communication and they like lots and lots of detail. The bottom-left-brainer will say for instance, "let's just finish with point 1.33.245 first and then move on to point 1.33.246..." - by which time the other people have either fallen asleep, made excuses to leave the meeting or hurried him to such an extent that he refuses to give any more input. Then we might also have someone with them who prefers using the bottom-right quadrant of their brain and they like kind, sharing, encouraging and sensitive communication. If the whole meeting is conducted in a very factual and methodical way, they will feel left out and that nobody really cares about their opinion. In such a situation, conflict may arise about how people feel and not necessarily about what has been said. If the chairperson of the meeting is aware of the brain profiles of the attendees, he may choose to lead the meeting in a different manner so as to avoid conflict.

If one is aware of the brain profile of a staff member with whom you have to address a difficult issue, it will also be easier since you would know exactly how to approach them in order to get their co-operation.

Keep in mind that up to 90% of a manager's time may be taken up by "people problems" - and a huge chunk of that 90% go towards sorting out conflict and mending communication gaps. In stead of "nothing changes because nothing changes", we can then "change a lot by changing a a little" - just through having insight into someone's brain profile. Let's avoid all the gap-traps and use these "tools for talking" to its maximum benefit.