Cognitive Preferences and Thinking Styles
Cognitive preferences refer to the varying approaches individuals use to perceive and assimilate data, make decisions, solve problems, and relate to others. These preferences, which are not to be confused with skills or abilities, significantly influence how we make decisions and interact with others. For instance, one might prefer to approach problems intuitively but may be better trained to approach them analytically.
Thinking styles are often addressed in a four-quadrant model, which includes blue, green, yellow, and red quadrants. Tools like the Herrmann Brain Dominance Instrument (HBDI) and Kolb’s Learning Styles map cognitive preferences to these quadrants, providing a framework for understanding and leveraging cognitive diversity in the workplace [1] [2].
The Importance of Cognitive Differences
Cognitive differences are not just inevitable but also essential for innovation. To innovate successfully, organizations must hire, work with, and promote people who think differently [3]. These differences can be harnessed to foster a more dynamic and innovative work environment.
However, cognitive differences can also cause stress and conflict. For example, when receiving instruction and feedback, learners often retreat to their preferred style of interaction. This retreat can lead to misunderstandings and conflicts if not properly managed [4].
Whole-Brain Thinking
Whole-brain thinking integrates the elements of left-brain thinking — analysis, logic, synthesis, and math — with right-brain thinking that fosters intuition, metaphorical thought, and creative problem-solving [5]. It embraces the idea of complementarity, which suggests that something can be two things at the same time. This concept, borrowed from quantum physics, is essential in handling contradictions [6].
Whole-brain thinking is not just about individual cognitive abilities but also about how these abilities are used collectively. By putting the whole brain to work, organizations can harness the full range of cognitive diversity to drive innovation and performance [1].
The Myth of "Left-Brain" -vs- "Right-Brain" Thinking
The concept of left-brain and right-brain thinking originated from studies conducted on individuals with split-brain, a condition resulting from severance of the corpus callosum, the bridge between the two hemispheres of the brain. These studies suggested that the two hemispheres of the brain were responsible for different types of cognitive tasks, with the left-brain associated with analytical and logical tasks and the right-brain with creative and intuitive tasks.
However, subsequent research has largely debunked this binary division of cognitive tasks between the two hemispheres. It is now understood that both hemispheres of the brain are involved in almost all cognitive tasks and that they work together in a highly integrated manner. Despite this, the concept of left-brain and right-brain thinking remains pervasive. This is largely because it provides a useful framework for understanding and discussing cognitive preferences and styles, even if it is a simplification of the complex reality of brain function. Thus, while it is important to recognize the limitations of the left-brain right-brain dichotomy, it can still serve as a meaningful tool for framing discussions about cognitive diversity in the workplace.
EQ and Awareness of Cognitive Preferences
Emotional intelligence (EQ) emphasizes that we all have preferred styles of interaction. By respecting these preferences, instructors can minimize cognitive bias, termed “framing,” where similar situations receive different responses [7].
Applying EQ-influenced concepts to create a learner-centered environment can help faculty comprehend, develop, and shape this interactive process. Enhancing learner engagement, allowing more introspection and reflection during feedback, and accounting for biases in learner assessment are essential [8].
Benefits of Supporting Whole-Brain Thinking
Supporting whole-brain thinking in the workplace can lead to numerous benefits. It can help individuals and organizations identify cognitive preferences, improve communication skills, inspire creative thinking, innovate faster, implement changes more efficiently, and increase productivity [1].
In conclusion, understanding and leveraging cognitive preferences and thinking styles is crucial in today's diverse and dynamic work environment. By embracing cognitive diversity and promoting whole-brain thinking, organizations can foster a more innovative, inclusive, and productive workplace.
References
[1] Herrmann, N. (1996). The Whole Brain Business Book. McGraw-Hill.
[2] Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice Hall.
[3] Leonard, D., & Straus, S. (1997). Putting Your Company's Whole Brain to Work. Harvard Business Review. Retrieved from https://hbr.org/1997/07/putting-your-companys-whole-brain-to-work
[4] Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.
[5] Northwestern Engineering. (n.d.). About Northwestern Engineering. Retrieved from https://www.mccormick.northwestern.edu/about/
[6] MMM Program Northwestern. (2020). MMM Pathway to Whole-Brain Thinking. Retrieved from https://design.northwestern.edu/mmm-program/inside-our-program/stories/2020/mmm-pathway-to-whole-brain-thinking.html
[7] Goleman, D. (1995). Emotional Intelligence. Bantam Books.
[8] Boyatzis, R. E., & Saatcioglu, A. (2008). A 20-year view of trying to develop emotional, social and cognitive intelligence competencies in graduate management education. Journal of Management Development.