Right Brain Problem Solving In A Left Brain Business World

www.rightbrain.us.com

[email protected]

Cell (440) 728-HELP

N o R i g h t – B r a i n L e f t B e h i n d

"RIGHT-BRAIN PROBLEM-$OLVING IN A LEFT- BRAIN BUSINESS WORLD"

Different

Thinking

Different

Results


[email protected]

Cell (440) 728-HELP

What is the definition of Insanity?


[email protected]

Cell (440) 728-HELP

There’s more thanone way to skin a cat!

A new study led by John Kounios, professor of psychology

at Drexel University and Dr. Mark Beeman of

Northwestern University compared the physiological brain

activity of creative versus noncreative problem solvers.

The study published in the journal Neuropsychologia,

reveals a distinct pattern of brain activity, even at rest, in

people who tend to solve problems with sudden creative

insights, which are commonly referred to as “Aha!

Moments”, that differed distinctly from people who tend

to solve problems, and think in a methodical fashion.

John Kounios

Mark Beeman Kounios, J., Fleck, J.I., Green, D.L., Payne, L., Stevenson, J.L., Bowden, M., & Jung- Beeman, M. (2008). The origins of insight in resting-state brain activity. Neuropsychologia, 46, 281-291.


[email protected]

Cell (440) 728-HELP

Larry, the Right-Brain, Cable Guy!

“Everyone concentrates on the problems we're

having in our country lately: Illegal immigration,

hurricane recovery, alligators

attacking people in Florida …………

Not me… I concentrate on solutions for

the problems … it's a win-win situation.

1) Dig a moat the length of the Mexican border.

2) Send the dirt to New Orleans to raise the level of the levees.

3) Put the Florida alligators in the moat along the Mexican border.”


[email protected]

Cell (440) 728-HELP

Shigeo Shingo 新郷重夫, Lean/Quality Author

"Improvement usually

means doing something

that we have never done before.”

…but seriously…


[email protected]

Cell (440) 728-HELP

Business looks for renewal in right-brain thinkingBy Janet Rae-Dupree

“I'm of two minds. As a matter of fact, so are you. And until recently, corporate America wasn't doing much to take advantage of one of them. But now that we're hip-deep in what has been called both the "Creative Economy" and the "Conceptual Age," no one can afford to ignore the artist within: the right hemisphere of the brain.

U.S. biologist Roger Sperry in the 1960s.

Through studying "split brain" animals and human patients, whose brain hemispheres had been disconnected (in humans, this was done to prevent severe epileptic seizures), he found that each side of the brain plays its own role in cognition. The left side, home of the human language center, is the outspoken logical, linear half of the equation. The right side, home to spatial perception and nonverbal concepts, is the nonlinear, high-concept source of imagination and pleasure.”

http://www.nytimes.com/2008/04/06/business/worldbusiness/06iht-unbox07.1.11694141.html?_r=1


[email protected]

Cell (440) 728-HELP

“The division of labor by the two cerebral hemispheres—once thought to be uniquely human—predates us by half a billion years. Speech, right-handedness, facial recognition and the processing of spatial relations can be traced to brain asymmetries in early vertebrates”

By Peter F. MacNeilage, Lesley J. Rogers and Giorgio Vallortigara | June 24, 2009

Article: Origins of Your Right and Left Brain

Image: Photoillustration by TWIST CREATIVE; MedicalRF.com Corbis (brain); Medioimages Getty Images (calculator); Joerg Steffens Corbis (faces); Westend61 Corbis (woman smiling); DougalWaters Getty Images (ballerina); Mike Kemp Getty Images (rattlesnake); C Squared Studios Getty Images (palette); Vladimir Godnik Getty Images (paintbrushes); Carrie Boretz Corbis (girls whispering); Robert Llewellyn Corbis (calipers)


[email protected]

Cell (440) 728-HELP

Experts say merging left-

brain, analytical traits with

right-brain, creative ones

might make employees much

more marketable in the job

markets of the future.

Retrain your brain from 'left' to 'right' to fit into new economy by Marco R. della Cava

Illustration by Jerry Mosemak

http://www.usatoday.com/life/lifestyle/2009-07-13-right-vs-left-brains_N.htm


[email protected]

Cell (440) 728-HELP

Your Assignment - Find the Man!

Doctors have concluded that if you find the man in the coffee beans in 3 seconds,

the right half of your brain is better developed than most people.

If you find the man between 3 seconds and 30 seconds,

the right half of the brain is developed normally. If you find the man after 30 seconds,

then the right half of your brain is functioning slowly.

Once you find him - it's embarrassing, and you think,

'Why didn't I see him immediately?'


[email protected]

Cell (440) 728-HELP

Outline

• Part 1 – The Right Perspective (the science)

• Part 2 – The Right Thinking (the approach)

• Part 3 – The Right Results (the evidence)

• Part 4 – The Right (& Left) Stuff (the implications)


[email protected]

Cell (440) 728-HELP

Part 1

The Right Perspective (the science)


[email protected]

Cell (440) 728-HELP

Part 1 – Right Perspective(the science)

Highlights


[email protected]

Cell (440) 728-HELP


"The great pleasure

and feeling in my

right brain is more

than my left brain

can find the words

to tell you."

“What it comes down to is that modern society discriminates against the right hemisphere."

Dr. Roger Sperry, Oberlin College 1935

“In general, schools tend to favor left -brain modes of thinking, while downplaying the right-brain activities.” -Monte Fowler

http://nobelprize.org/


[email protected]

Cell (440) 728-HELP

Dr. Linda Silverman, Founder, Visual-Spatial Center

“While I have long known the difference

between left brain and right brain styles

of learning, I have only recently begun

to realize the depth of the difference

between the two. Right brain

learners do not simply have

different strengths than

left brain learners - their brains

function in a totally different way.”



[email protected]

Cell (440) 728-HELP

Part 1 – Right Perspective(the science)• "When someone says they are

right or left-brain it's really just a metaphor for a cognitive style", says neuropsychologist Associate Professor Michael Saling from the University Melbourne and Austin Health's Epilepsy Research Centre. "Without a doubt the popular left and right division of the brain is an over-simplification. For example, research is showing that musical, artistic and intuitive thinking can't be thought of as strictly lateralised, or exclusively of the right hemisphere ".

The Criticism


[email protected]

Cell (440) 728-HELP

Famous collaborators philosopher Karl Popper and Nobel winning neuroscientist John Eccles, authors of The Self and Its Brain, described the brain's right hemisphere as the "minor brain". Some have even pondered whether the right brain is conscious at all.

Part 1 – Right Perspective(the science)The

Criticism

http://www.amazon.com/gp/reader/0415058988/ref=sib_dp_pt


[email protected]

Cell (440) 728-HELP

“Talking about the right brain as the way of the future seems to me

a step backwards to a time when intuitive impressions about the

brain were all we had. We need to inject a dose of cold hard

analytic facts about the brain into this

discussion so we can figure out how to best

capitalize on the native (and remarkable)

capacities for reason and passion, analysis

and synthesis, detail and context, that co-exist

as a result of the exquisitely wired networks

distributed within and between the hemispheres of our brains.” Joseph LeDoux is a neuroscientist at NYU and a member of the rock band The Amygdaloids

Feb 12th, 2011 - http://www.huffingtonpost.com/joseph-ledouxThe

Criticism


[email protected]

Cell (440) 728-HELP

• The debate will continue…

• Let’s do the “smell test”

– Linear vs. Holistic Processing?

– Sequential vs. Random Processing?

– Symbolic vs. Concrete Processing?

– Logical vs. Intuitive Processing ?

– Verbal vs. Non-verbal Processing?

– Reality-Based vs. Fantasy-Oriented Processing?



[email protected]

Cell (440) 728-HELP

1-Linear vs. Holistic Processing

The left side of the brain processes information in a linear

manner. It process from part to whole. It takes pieces, lines

them up, and arranges them in a logical order; then it draws

conclusions.

The right brain, however, processes from whole to part,

holistically. It starts with the answer. It sees the big picture first,

not the details. If you are right-brained, you may have difficulty

following a lecture unless you are given the big picture first

Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html

• Which

1?

• Are

2?• You?

3?


[email protected]

Cell (440) 728-HELP

2- Sequential vs. Random Processing


In addition to thinking in a linear manner, the left brain processes in sequence -- in order.If you are left-brained, you would enjoy making a master schedule and doing daily planning. The left brain is also at work in the linear and sequential processing of math and in following directions.

By contrast, approach of the right-brained student is random. If you are right-brained, you may flit from one task to another.

You will get just as much done but perhaps without having addressed priorities. An assignment may be late or incomplete, not because you weren't working, but because you were working on something else.

“I think you should be more explicit here in step two.”


[email protected]

Cell (440) 728-HELP

3- Symbolic vs. Concrete ProcessingThe left brain has no trouble processing symbols. Many academic pursuits deal with symbols such as letters, words, and mathematical notations. The left-brained person tends to be comfortable with linguistic and mathematical endeavors. Left-brained students will probably just memorize vocabulary words

or formulas.

The right brain wants things to be concrete. They want to see, feel, or touch the real object. Right-brained students may have had trouble learning to read using phonics. They prefer to see words in context and to see how the formula works.



[email protected]

Cell (440) 728-HELP

4-Logical vs. Intuitive Processing The left brain processes in a linear, sequential, logical manner. When you process on the left side, you use information piece by piece to solve a math problem or work out a science experiment...your decisions are made on logic.

If you process primarily on the right side of the brain, you use intuition. You may know the right answer to a math problem but not be sure how you got it. You may have to start with the answer and work backwards.



[email protected]

Cell (440) 728-HELP

5- Verbal vs. Non-verbal Processing

-Left-brained students have little trouble expressing themselves in words.

-Right-brained students may know what they mean but often have trouble finding the right words.



[email protected]

Cell (440) 728-HELP

6-Reality Based vs. Fantasy OrientedThe left side of the brain deals with things the way they are--with reality. When left-brained students are affected by the environment, they usually adjust to it. Not so with right-brained students; they try to change the environment!

Left-brained people want to know the

rules and follow them. In fact, if there are

no rules for situations, they will probably

make up rules to follow! Right Brains

often ignore the rules they feel are noise

and won’t affect the end goal.



[email protected]

Cell (440) 728-HELP

Famous (Suspect) Right-Brainers

Source: Barbara Pytel Suite 101 Educator. http://www.suite101.com/profile.cfm/pytel

• Jonas E. Salk was an American medical researcher and virologist, best known for his discovery and development of the first safe and effective polio vaccine.

• Leonardo Da Vinci

• Albert Einstein

– According to Educator Patty Emerson, "Einstein had a hard time in school." He couldn't show is work in math. He would skip steps. His mind would process answers so quickly that he just couldn't slow down to show his work

http://upload.wikimedia.org/wikipedia/commons/4/4c/Wisdom-cover1.jpg


[email protected]

Cell (440) 728-HELP

Other (Suspect) Right-Brainers Big concept thinkers, innovators and non-linear thinkers.

Thomas Edison

Michelangelo

Pablo Picasso

Rembrandt

Walt Disney

General George Patton

Nelson Rockefeller

Hans Christian Anderson

Leonardo da Vinci

Sir Winston Churchill

Benjamin Franklin

John F. Kennedy

Wolfgang Amadeus Mozart

John Lennon

Louis Pasteur

Orville and Wilber Wright

Alexander Graham Bell

Ludwig Van Beethoven

Thomas Jefferson

George Washington

Vincent Van Gogh

Agatha Christie

Ernest Hemmingway

Mark Twain

Anna Roosevelt

Woodrow Wilson

King Gustav IV of Sweden

Albert Einstein

Marie and Pierre Curie

Socrates

Galileo Galilei

F. Scott Fitzgerald

Abraham Lincoln

Steven Spielberg

Bill Gates

Bob Lutz

Source: Right Brain World- http://rightbrainworld.blogspot.com/2009/08/more-famous-right-brainers.html


[email protected]

Cell (440) 728-HELP

Part 2

The Right Thinking

(the approach)


[email protected]

Cell (440) 728-HELP

Part 2 – Right Thinking (the approach)

Author Dan Pink Asks in…. A Whole New Mind: Moving from the Information Age to the Conceptual Age

• Can someone overseas do it cheaper?

– ASIA

• Can a computer do it faster?

– AUTOMATION

• Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age?

– AFFLUENCE

We are shifting from the Information Age to the "Conceptual Age." Successful players in this new economy will increasingly be required to develop and use the right-brain abilities of high concept (seeing the larger picture, synthesizing information) and high touch (being empathetic, creating meaning).

3 A’s


[email protected]

Cell (440) 728-HELP

Dan Pink’s 6 Right-Brain SkillsA Whole New Mind: Moving from the Information Age to the Conceptual Age

We need to realize the value of:

• not just function, but also design.

• not just argument, but also story.

• not just focus, but also symphony.

• not just logic, but also empathy.

• not just seriousness, but also play.

• not just accumulation, but also meaning.

Oprah video interview with Author Dan Pink:http://event.oprah.com/videochannel/soulseries/oss_player_980x665.html?guest=dp&part=1


[email protected]

Cell (440) 728-HELPGraphic: http://divergentmba.files.wordpress.com/2009/12/a-whole-new-mind.jpg

MP3 Players


[email protected]

Cell (440) 728-HELP


Do all these work? Are they functional?

Example/Source: A Whole New Mind: Why Right-Brainers Will Rule the FutureAuthor: Daniel H. Pink

http://www.bing.com/shopping/sandisk-sansa-clip-digital-player-radio/p/3455E77F389389FEC8C4?q=mp3+players&FORM=EGCA0

http://www.bing.com/shopping/coby-mp-620-digital-player-radio/p/B7432B3CA6DE0D5F0001?q=mp3+players&FORM=EGCA1

http://www.bing.com/shopping/coby-mp-610-digital-player-radio-black/p/21918AFDD1E6B8ABA894?q=mp3+players&FORM=EGCA2

http://www.bing.com/shopping/coby-mp-705-4-gb-blue-flash-portable-media-player/p/CA43D651F7B74F8943A8?q=mp3+players&FORM=EGCA11

http://www.bing.com/shopping/ematic-em102vidb-digital-player-radio/p/F18659F27C1BEAF73CD2?q=mp3+players&FORM=EGCA14


[email protected]

Cell (440) 728-HELP


Strong iPhone and iPod sales drive Apple profits to $1.21 billion

by Jim Dalrymple, Macworld.com Apr 22, 2009 4:37 pm

Apple on Wednesday reported a profit of $1.21 billion for its fiscal second quarter ending March 28, 2009, buoyed by strong iPod and iPhone sales. Mac sales were down three percent for the quarter compared to last year, but sales of the iPod and iPhone were up for the same period.

"We are extremely pleased to report the best non-holiday quarter revenue and earnings in our history," Peter Oppenheimer, Apple’s CFO said during the conference call announcing the results.

Did functionality

do this?

/contact.html?t=e&e=Jim+Dalrymple&ssid=1&sid=140162



http://www.macworld.com/



http://www.macworld.com/article/157242/2011/01/first_quarter_earnings_2011.html?lsrc=mod_rel


[email protected]

Cell (440) 728-HELP

Right Thinking (the approach)

My dilemma?

Slow Internet…


[email protected]

Cell (440) 728-HELP

Tim’s Air

Card


[email protected]

Cell (440) 728-HELP


Boondock Saints Air Card!

The ole 16 ft cord, black sock,Zip-lock baggie solution!

Right Brain Results = 3 bars at 3G!


[email protected]

Cell (440) 728-HELP


Another Co-worker said to me,“That was really left-brained of you!”

Implication? ‘Left-brain’ equals RESULTS


[email protected]

Cell (440) 728-HELP

Part 3

The Right Results

(the evidence)

Let’s look at some real life solutions from right brain thinking…starting with the

President’s Plane

POTUS


[email protected]

Cell (440) 728-HELP

Part 3 – Right Results (the evidence)

Designed POTUS Air Force 1 secure refueling and inspection notification process (Symphony)


[email protected]

Cell (440) 728-HELP


Current State = 24 ft Future State = 3 ft

Reduced office issuance time for the government’s encrypted card from 30 days to 2 (Design)


[email protected]

Cell (440) 728-HELP


Reduced an agency’s inventory book-keeping reconciliation from 19 to 3 days

(Story)

Con’t


[email protected]

Cell (440) 728-HELP


Reduced the cycle time for helpdesk ticket processing from 30 days to 5 days(Play)

Con’t

00


[email protected]

Cell (440) 728-HELP

How does your Saturday look?


[email protected]

Cell (440) 728-HELP

From a study of NFL

& college games, teams execute plays

for 11 minutes Photo illustration: Jeff Mangiat, photos,

Getty Images (2), Associated Press (cheerleader), NFL (replay)

Source: http://online.wsj.com/article/SB10001424052748704281204575002852055561406.html

Play


[email protected]

Cell (440) 728-HELP

Some may argue that the entire 180

minutes of football is value-added entertainment.

Consider this –If the 11 minutes of actual

play was taken away would anyone sit through the

other 171 minutes?


[email protected]

Cell (440) 728-HELP


[email protected]

Cell (440) 728-HELP


Reduced travel distance by 600 miles a year for manufacturer (Empathy)

Received worldwide highest external manufacturing assessment for Ford Motor Company's Integrated System Assessment & created the best practice Mfg Horizontal/Vertical Organizational Structure/Template

(Design-we’ll come back to this one)

Con’t


[email protected]

Cell (440) 728-HELP Source: http://www.nytimes.com/2011/01/25/science/25chess.html?_r=1

Harnessing the Brain’s Right Hemisphere to Capture Many KingsBy DYLAN LOEB McCLAIN Published: January 24, 2011

In a study in the current issue of the journal PLoS One, showed experts & novices simple geometric objects & simple chess positions & asked subjects to identify them.

Reaction times were measured and brain activity was monitored using functional M.R.I. scans…

What set the experts apart was that parts of their right brain hemispheres —which are more involved in pattern recognition — also lit up with activity. The experts were processing the information in two places at once.

The researchers also found that when the subjects were shown the chess diagrams, the novices looked directly at the pieces to recognize them, while the experts looked on the middle of the boards and took everything in with their peripheral vision.



[email protected]

Cell (440) 728-HELP


He hired four automotive journalists to assess all of GM's new vehicles before they were OK'd for production.

And their word was law...

That didn't go down well with GM's traditional engineering staff,…they didn't like the fact that four outsiders, four media critics with no product development experience, could force them to make changes on a new-car program. Lutz hired them as full-time employees because he wanted an independent, third party voice to evaluate GM's cars as they went through their development stages. … Since the four didn't hold any allegiance to the design, engineering or manufacturing staffs at GM, they could feel free to critique any car just as they would when they were full-time journalists.

GM’s Bob Lutz "Secret Weapons"

by John McElroy on Jan 25th 2011 at 11:57AM, AUTOBLOG.com

http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/


[email protected]

Cell (440) 728-HELP

GM earns $4.7 billion in 2010, its first profit since 2004

Published: Thursday, February 24, 2011By Robert Schoenberger,

Associated Press: General Motors Chairman and Chief Executive Dan Akerson

announced the company posted its first annual profit in seven years in 2010.

The company earned $4.7 billion last year.

Did it help?

http://www.plaindealer.com/page2.php


[email protected]

Cell (440) 728-HELP


“The Mini Cooper is built by BMW, maker of arguably the best-engineered cars in the world. The success of the Mini, however, is a great example of both sides of the brain at work. The playful design, marketing, and positioning of the Mini along with solid construction exemplify the type of balance we endorse. Think for a moment what would have happened to the Mini if the left brainers ruled the day.

Do you think we'd know it has "go-kart-like handling?" Would it have the broad appeal that it now enjoys? We think not. Source: G. Michael Maddock is chief executive officer, and Raphael Louis

Vitón is president of Maddock Douglas, an innovation consultancy.

http://www.maddockdouglas.com/




[email protected]

Cell (440) 728-HELP


Created the best practice Mfg Horizontal Vertical Organizational Structure

Approx. 100, 000 words in 10 ‘element’ books. 1000’s of Questions

Managing

Workgroups

INSP/QOS

SHARP

FES

Con’t

FTPMMfg Eng.SMFInd. MaterialsTraining


[email protected]

Cell (440) 728-HELP


Global Metrics

Safety

Quality

Delivery

Cost

Morale

Environment

Con’t


[email protected]

Cell (440) 728-HELP


Traditional Ford UAW Programs

Con’t


[email protected]

Cell (440) 728-HELP

Needed a

Global Perspective Reported to VO VP Reported to Int. UAW

Reported to AME VP

Sales

Quality

Design

Mfg

Marketing

“Show me how I’m measured, I’ll show you how I behave!”

Ford Corporate Global Metrics

Safety

Quality

Delivery

Cost

Morale

Environment

Traditional Plant/UAW Programs

ETDP

EI

Grasp/Pedestrian/JSA.

ISO 9001

QS 9000

6Sigma

VRT

R&M

PPE

Attitude/Culture Surveys

Reward & Recognition Program

Q1

Diversity

ESSP

H&SFPS Lean Elements

FTPM

Mfg Eng

SMF

Industrial Materials

Training

Managing

Workgroups

INSP/QOS

SHARP

FES


[email protected]

Cell (440) 728-HELP

Measure Integrated Lean Tool UAW Sub Element

SAFETY SHARP NJCHS/Grasp/JSA

QUALITY ISPC Job1/ISO9001/QS 9000

QOS 6Sigma, VRT’s, etc.

DELIVERY FTPM OEE, R&M

Manufacturing Engineering Lean Layout

SMF DTD, BTS, flow/pull

Industrial Materials Suppliers, PPE, etc.

COST Managing Inventory, etc.

MORALE Training Attitude Surveys/CIWG

Workgroups Reward & Recognition

Diversity/etc.

ENVIRONMENTAL FES ISO 14000



[email protected]

Cell (440) 728-HELP

‘Drawing’

AttentionVisual Study Results: http://www.youtube.com/watch?v=NLDrTECfdro&feature=player_embedded


[email protected]

Cell (440) 728-HELP

PIT TeamPIT Team

Paint Paint

Sub CmteSub Cmte

Body Body

Sub CmteSub Cmte

Final Final

Sub CmteSub Cmte

QOSQOS

ISPCISPC

MentorsMentors

WorkgroupsWorkgroups

MentorsMentorsTrainingTraining

MentorsMentorsSHARPSHARP

MentorsMentorsIMIM

MentorsMentorsSMFSMF

MentorsMentorsEnvironmentalEnvironmental

MentorsMentorsFTPMFTPM

MentorsMentors

MEME

MentorsMentors

Managing Vertical TeamManaging Vertical Team

Quality Human Resources MP&L Engineering

Support Departments (PVT, Finance,

MP&L, etc.) are placed geographically as needed.

-Understands the current state of their element and

how it relates to the rest of the elements in the

plant.

-Takes time to learn the vision expectations- studies

the Assessment Book/Level 1-10.

-Teaches their vertical team members gap

analysis skills.

-Strategizes a game plan to achieve intermittent

goals-more points/next level.

-Recognizes and communicates the ripple effect

of putting pressure on the system-performs a

‘cause and effect’ evaluation.

-Facilitates weekly vertical meetings and holds

the team accountable for engaged attendance.

-Brings element issues/roadblocks to the plant

steering committee for resolution as well as

current status and accomplishments.

-This weekly meeting is lead by the

Area Manager and PIT Team Representative…

-Its purpose is to support the department workgroup

activities with a holistic lean approach which includes

SHARP, Training, SMF, IM, ISPC, FTPM, ME, Environmental

and Managing. (the meeting agenda reflects these items)…

-It’s a direct link from floor activities to the Plant Steering

Committee which provide issues resolution and

agreed-upon policy (standards)…

-Finally, its geographically-based,

cross-functional in nature

and close to the process to identify

and solve problems.

Department Sub Committee

-Learns the current state of the

element in their department.

-Studies the vision expectations

(Levels 1-10) and regularly attends

Vertical meetings and Departmental

Sub Committee.

-Teaches fellow Sub Committee

members the application of their

element and how it relates cross-

functionally to the other 9

elements…a Lean Production

‘System’

-Guides their department to the

vision and works to close the gap.

-Brings departmental element

issues back to the Vertical Team

for clarification and problem-

solving.

Vertical Team MemberRoles/Responsibilities

Element MentorRoles/Responsibilities

Our STRUCTURE drives Mentoring BEHAVIORS resulting in a blame-free CULTURE!

XYZ Assembly Plant

Workgroup-Based ‘Mentoring’ Organization

The PIT Team provides

lean knowledge, behavioral

leadership and a strong

link from the Departmental

Workgroup activities

to the Plant Steering

Committee

Plant Implementation Team

Our organizational chart in the large conference is to be kept up to date. Accuracy in meetingtimes and participants are to be reviewed every week. It is important that the "go-to" people for

an element be easily accessible to everyone.

The Department Sub Committees (the above Orange oval) should meet weekly around the agenda of

SQDCM. It is recommended that the sub committee be scheduled before the area group leaders get-

together so all issues of clarification be resolved by management and the local leadership in that area. A

unified front gives our employees a level playing field to build upon with empowerment and continuous

improvement.

Vertical Team Meeting minutes are to be kept and posted in the Lean

Strategy Room and will be reviewed by the "Managing" Vertical team

on Thursdays at 2:30 during their meeting. The purpose of the

Managing Vertical Team (comprised of Operating and Bargaining

Committees and Salary & Hourly Coordinator) is to review the Current

State of our implementation and do a brief gap analysis to the vision

articulated in the Managing Assessment Book.


[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

CSM

FSM

Action

Zone A Zone B Zone C Zone D Zone E Zone F Data

Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

Body

Safety

Quality

Delivery

Cost

Morale

Issue/Date Countermeasure Assigned Result

CIWG Dynamic Dry Erase Board for Group Leader’s Tracking

Safety

Quality

Delivery

Cost

Morale



Safety

Quality

Delivery

Cost

Morale



Safety

Quality

Delivery

Cost

Morale



•Standardized Zone Measurement Boards–Monitor Action Plan & follow-through to Continuous Improvement

–Give Supervision an “at a glance” status check.

–Improve and standardize S, Q, D, C, M at a zone level

S

Q

D

C

M

CSM

FSM

Action


Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

S

Q

D

C

M

CSM

FSM

Action


Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

Paint Final

Zone Measurement BoardSafety Quality Delivery Cost Morale

First Aid Defects Lost Units Scrap Attendance

Audits QAS PM Inventory Surveys

Actions Actions Actions Actions Actions

8 Wastes

Spider

Chart

DROT





8 Wastes

Spider

Chart

DROT





8 Wastes

Spider

Chart

DROT





8 Wastes

Spider

Chart

DROT





8 Wastes

Spider

Chart

DROT





8 Wastes

Spider

Chart

DROT

Zone A Zone B Zone C Zone D Zone E Zone F

Department Board Purpose:-To create a sense of excitement and education relative to Dept Metrics-To provide a place for metric review and zone Presentations (management cascade and floor feedback)-To allow Area Management a Physical Forum to challenge with Best-in-class comparisons

• Scorecard Purpose

–To set the direction of the plant’s application of the yearly business objectives, to address system waste and organize the plant’s policy deployment based upon leadership expectations and objectives,

–To set the targets in the 11 elements of the Integrated System Review Requirements…Red, Yellow…and Green ‘Status Arrows’

–To map out the plant’s S,Q,D,C,M metrics and provide a place for visual, ongoing monitoring,

• Group Leader White Boards

– To track Workgroup-specific issues

– Define “how” of management’s “what”

– To update regularly-dynamic

– Recognize members at the group level

– A place for management review

– Need to determine the process for

retaining history and lessons learned.


[email protected]

Cell (440) 728-HELP

Policy Deployment Responsibilities


[email protected]

Cell (440) 728-HELP

Lean Strategy Room Purpose-To set the direction of the plant’s application of the yearly

business objectives, to address system waste and organize the

plant’s policy deployment based upon leadership expectations

and objectives,

-To set the 10 element targets for the Integrated System

review…Red, Yellow…and Green ‘Status Arrows’

Green equals – Yes we have evidence to support the requirement

Yellow equals – A portion of the questions are answered and a plan exists to address gaps

Red equals – No steps, no plans

-To map out the plant’s S,Q,D,C,M ,E metrics and provide

a place for visual, ongoing monitoring…and…countermeasures


[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

CSM

FSM

Action


Best

in

Class

QOS

6Sigma

Health & SafetyMetr

ics

Success Stories

Department Board

Purpose:-To create a sense of excitement and education relative to Dept Metrics-To provide a place for metric review and zone Presentations (management cascade and floor feedback)-To allow Area Management a Physical Forum to challenge operations with Best-in-class comparisons


[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

CSM

FSM

Action


Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

• Left Flap– Dated Current State Map

– Dated Future State Map (Value Stream emphasis)

– Dept High Level Action Plan/Status (based upon Area Sub Comt weekly progress on FSM)

– Group Picture of Committeepersons and Management

– SQDCM vertically plotted monthly @ Dept level• S=Monthly (First time visits, Lost time,)

• Q=Dept FTT, Dept Scrap, BEST IN CLASS Challenges

• D=Department BTS, FTPM 7 Steps status, Dept Downtime/Uptime,

• C=Dept Operations to budget, Overline OT, Cost per unit, Trade-off status

• M=Dept Attendance/One Dept Success Story Highlighted


[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

CSM

FSM

Action


Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

• Middle Section– Picture of each zone employees– Key metrics under S,Q,D,C,M for each zone plotted

weekly • S=First time visits, Loss Time,• Q=Heavy-hitters, action plan & scrap• D=Zone FTPM/SMF activity• C=Zone weekly direct and indirect costs• M=Zone Controllable Attendance

– Dept Constraint Status (trended over time)– Area Mgr information (announcements, single point

lessons, quality indicators, trading post, whatever area wants section)


[email protected]

Cell (440) 728-HELP

Center Section

S

Q

D

C

M

Zone A Zone B Zone C Zone D Zone E Zone F

First time visitsLost Time





Top concernsaction plan & scrap




FTPM 7 StepSMF Actions






Weekly direct &indirect costs






Controllable Attendance










[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

CSM

FSM

Action


Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

• Right Flap–Dept Health & Safety/Environmental Information

• Plot areas of incidents/accidents-trends

–Meeting Schedules• Wkly GL to foreman/Supt, Monthly to Area Mgr,

Semi-annual to Plt Mgr and/or Director.

–Cad-drawing with CIWG Success Stories noted (See next slide)


[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

CSM

FSM

Action


Misc

Info

QOS

Health & SafetyMetr

ics

Success Stories

Department Board

SAFETYEnvironmental

SAFETY(PROBLEMS ADDRESSED)

SAFETY(CURRENT SITUATION)


[email protected]

Cell (440) 728-HELP





8 WastesSpider Chart

DROT

Target Time

Balance Board


[email protected]

Cell (440) 728-HELP


First Aid

Audits

Actions

First time visits, Lost time, plotted weekly

Weekly Walk-abouts by foreman and group leaders partnering with plant H&S personnel

Actions to Zone Safety Matrix


[email protected]

Cell (440) 728-HELP


Defects

QAS

Actions

Nova C, FTT, Internal and External Indicators,

Stop button statistics, ISPC evidence and activities, Error-proofing, etc.

Quality Improvement 8D’s, Problem-solving and countermeasures


[email protected]

Cell (440) 728-HELP


Lost Units

PM

Actions

Zone contributions to area downtime…with corresponding pareto

FTPM 7 Step progress by groupCurrent PM completed %

Constraint ID and actions in zone to date…trended.


[email protected]

Cell (440) 728-HELP


Scrap

Inventory

Actions

Weekly zone numbers trended

Levels……SMF and Indirect Material activities

(wip, min/max, marketplace)

Overline OT Matrix actions


[email protected]

Cell (440) 728-HELP


Attendance

Surveys

Actions

Daily attendance plotted (contributes to the weekly number on dept board.)

Presenteeism/recognize perfect attendance

CIWG evaluation/surveys issued, Suggestions received and implemented,

Outstanding grievances with elapsed time

What the supervisor and group leaders are doing to improve morale


[email protected]

Cell (440) 728-HELP


8 WastesSpider Chart

DROT

Excess Inventory, Transportation, Waiting, Over-processing, Over-Production, Motion, Conveyance, Under Utilization of Employees

expertise.

An individual’s pay will be reviewed every day….in placing the DROT of the zone’s communication board the hope is he/she will also see the other pertinent information and look to give input. A DROT is like honey, so to speak, that will draw the operators to the board.

$

Balance Board

Target Time

Visual que to work equalization, dated with current and future state defined


[email protected]

Cell (440) 728-HELP

Workgroup Leader Board


[email protected]

Cell (440) 728-HELP

Vision-What will we look like grown up!


[email protected]

Cell (440) 728-HELP

High-Level Plan – From Corporate to the plant floor graphic


[email protected]

Cell (440) 728-HELP From graphic to roles and responsibilities


[email protected]

Cell (440) 728-HELP

Lean ‘System’ Arrows relation to Metric Scorecard


[email protected]

Cell (440) 728-HELP

Scorecard


[email protected]

Cell (440) 728-HELP

Horizontal/Vertical Organization


[email protected]

Cell (440) 728-HELP

Quality and Delivery Wall


[email protected]

Cell (440) 728-HELP

Dry-Erase Board Sample -Continuous Improvement Workgroups


[email protected]

Cell (440) 728-HELP


[email protected]

Cell (440) 728-HELP

Part 4

The Right

(and Left) Stuff

(the implications)


[email protected]

Cell (440) 728-HELP

htt

p:/

/de.

flas

h-s

cree

n.c

om

/fre

e-w

allp

aper

/up

load

s/2

00

70

2/i

mgs

/11

70

853

892

_10

24x7

68_h

om

er-s

imp

son

-bra

in.jp

g


[email protected]

Cell (440) 728-HELP

Part 4 – Right Stuff (the implications)

Visual Thinking is Holistic. They work through material most thoroughly and efficiently in ‘fits and starts.’

They may often feel overwhelmed with confusion for a while, but understanding will often suddenly click.

Source: Lesley K Sword, Director, Gifted and Creative Services Australia


[email protected]

Cell (440) 728-HELP

When the material does suddenly click in understanding, the holistic thinker not only sees the big picture, but see with a more clear and creative perspective than other thinkers.

Often, holistic thinkers will take more time to understand information than other thinkers.

However, their final understanding is more extensive

Part 4 – Right Stuff (the implications)Source: Lesley K Sword, Director, Gifted and Creative Services Australia


[email protected]

Cell (440) 728-HELP

“If I was explaining an issue to a visual thinker,

they would immediately tell me the inherent

problems they could see. A few minutes later,

they would tell me how to solve these problems

or several better ways to do it. This is what is

meant by problem finding and problem solving.”

Visual-Spatial Thinking:Problem Finding & Solving

Source: Lesley K Sword, Director, Gifted and Creative Services Australia

http://www.braintraininggames.net/images/bigstockphoto_Problem_Solving_Series_700575.jpg


[email protected]

Cell (440) 728-HELP


Focusing on End Results: Your Right Brain's Gift to Goal Achievement

by Lynea Corson-Hadley , Sunday, 21 June 2009

After competing unsuccessfully in the

1974 Olympic decathlon, Gold Medalist

Bruce Jenner took a life-size picture of the

winner of the event and put a photo of his

own face over the winners. In addition to

following his usual training program, he

viewed the picture of himself as the winner

each day. He won the next Olympics in 1976.

Source: http://www.womensmedia.com/grow/136-focusing-o

n-end-results-your-right-brains-gift-to-goal-achievement.html

My own Reality

TV show, yes!


[email protected]

Cell (440) 728-HELP


Right Brains are honored more in Eastern Cultures.

They are seen as less smart because of the manner in which they process information.

Visual Learners

Communication-When right brains talk to you,

they look at you while listening and look away to the

left when answering a question. This is a brain shift

from one side to another. This is not a sign of fabrication.

They are listening with one side and now switch over

for the response. http://www.suite101.com/content/right-brain-characteristics-a2607


[email protected]

Cell (440) 728-HELP

Rights Are MisunderstoodRight brains don't explain what they feel well and are misunderstood.

They think of one thing, say another because their brain has already

moved on to another thought. Unfortunately, their mouth is still

moving. Rights often don't realize they have done so.

See The Big PictureRight brains don't like to jump through the hoops to get something done. They also don't like to follow rules which don't make sense to them. They see the big picture quickly and what you are asking them to do in steps doesn't seem necessary because they are at the end of the process already.

Trusting Rights are trusting--too trusting.

Speech and Music Rock and Roll music is preferred by rights.

New Ideas Right brains embrace new ideas.


http://www.suite101.com/content/right-brain-characteristics-a2607


[email protected]

Cell (440) 728-HELP

“Analytical decision making. Some professionals use this approach

exclusively. They rely on such decision-making tools as data

processing, algorithms, systems thinking, and decision trees….it

has been said that problem solving without creative thinking is a garden without seeds.

The cognitive style of intuitive thinkers differs markedly from that of

analysts. When analysts gather information, they are guided by plans

or clues. They collect only information that relates to these starting

points. The data processing that follows is orderly and algorithmic.

Intuitive thinkers are more data receptive. They generate many

alternatives, and their search goes on even after a promising solution

is found. This process also forms the basis for the brainstorming

strategy of group problem solving.”

Intuitive Decision-Making and Problem-Solving.

Hersey Medical Center PSU: Professor William O. Umiker - Medical Laboratory Observer


[email protected]

Cell (440) 728-HELP

Remarkably, Fowler says he doesn't use market research

to determine strategy. “I operate on my right brain, which is all about gut and

intuition. One of the central things is identifying where

there's a gap in the marketplace, and then going after it. I observethe market and I ask a

lot of questions so I can paint the picture of where

we want to go."

Peter Fowler is chairman and co-founder of SIR Corp., the Burlington, Ont. based chain whose 46 restaurants include Jack Astor's Bar and Grill, Alice Fazooli's! and Canyon Creek Chop House

Author: [email protected]


[email protected]

Cell (440) 728-HELP

Balance is needed…

“At the top of virtually every fashion brand is a

distinctive kind of partnership. One partner, usually

called the creative director, is an imaginative,

right-brain individual who spins out new ideas

every day and seems able to channel the future

wants and needs of the company’s target Customers.

The other partner, the brand manager or brand

CEO, is invariably left-brain and adept at Business.”

Source: http://hbr.org/2009/06/innovation-in-turbulent-times/ar/1. The other partner, the brand manager or brand CEO, is invariably left-brain and adept at business, someone comfortable with decisions based on hard-nosed analysis. In keeping with this right-brain–left-brain shorthand, we refer to such companies as “both-brain.”


[email protected]

Cell (440) 728-HELP

Now what?• Side 1 – HONOR Standards.

Standards are the only sustained foundation for improvement. Henry Ford said, “Today's standardization is the necessary foundation on which tomorrow's improvement will be based. If you think of ‘standardization’ as the best you know today, but which is to be improved tomorrow, you get somewhere.”

– Then later, T. Ohno reaffirmed that truth. "Where there is no Standard, there can be no improvement.”


[email protected]

Cell (440) 728-HELP

Now what?• Side 2 – HONOR People’s Good ideas. People want

to be in on things, they want to have a ‘say.’ Here’s the profitable part. Workers are less skeptical of managers when they know their business culture honors standards. In this environment, workers are more likely to give input, because they know if their opinions are right, backed by data, the organization’s culture is mature enough to implement ‘their’ good ideas.

That’s motivation!


[email protected]

Cell (440) 728-HELP

Now what?

• Edge/Side 3 – HONOR the Customer. The only side that connects both sides to a coin is the edge. In the same way, the customer must be the ‘central’ reason for all standards & improvement efforts. They should touch all aspects of your business plan & execution.


[email protected]

Cell (440) 728-HELP

I M P

R O

V E

M E

N T

T I M E

HonorCustomer

Honor Standards

Ho

no

r Id

eas

Technology

Faster Process

Ho

no

r Id

eas

Lean

Efficient Process

Lefts + Rights = Customer-Focused Kaizen

Honor Standards

Entry Point

Best PracticesCreate Process

Ho

no

r Id

eas

6 Sigma

Effective Process

Ho

no

r Id

eas


[email protected]

Cell (440) 728-HELP

“For CEOs, _________ is now the most important leadership quality for success in business, outweighing even _______and ____ _______, according to a new study by IBM. The study is the largest known sample of one-on-one CEO interviews, with over 1,500 corporate heads and public sector leaders across 60 nations and 33 industries polled on what drives them in managing their companies in today's world.”

The Most Important Leadership Quality for CEOs? “___________”BY Austin Carr Tue May 18, 2010

CREATIVITY

INTEGRITY GLOBAL THINKING

http://www.fastcompany.com/

http://www.fastcompany.com/user/219225


[email protected]

Cell (440) 728-HELP

0 10 20 30 40 50 60 70

QUALITY

CREATIVITY

INTEGRITY

GLOBAL THINKING

INFLUENCE

OPENESS

DEDICATION

SUSTAINABILITY

HUMILITY

FAIRNESS

Article: The Most Important Leadership Quality for CEOs? Creativity

Here are the Results….

http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study?partner=homepage_newsletter

= Right Brain


[email protected]

Cell (440) 728-HELP

Implications from IBM Study…


[email protected]

Cell (440) 728-HELP

7 untapped Visual

Spatial Right Brain Skills for Business

So what is missing from your

organization?

From: BusinessLeadership.com


[email protected]

Cell (440) 728-HELP

#1 - Sensitivity to Milieu

“It is as if picture thinkers have radar out always scanning the environment, taking in every little thing. They are alert for changes, shifts in energy, or tones of voice in everything around them. They easily notice if some little thing they saw yesterday is missing today. They scan for signals that something is going to happen as well as for the general feel of things. They absorb what’s going on, intensely immersed in that experience.”

Untapped Visual-Spatial Right Brain Skills for Business

Silverman: (http://visualspatial.net/spatialstrengths.php)


[email protected]

Cell (440) 728-HELP

1 • Sensitivity to Milieu

2 • Out-of-Box vantage point

3 • Recognize scale of priority (big pic)

4 • Strong Pattern Awareness (fits and transitions)

5 • Recognize optimal value stream design

6 • Visualize the end goal more clearly

7 • Glass is half-full mentality

Untapped Visual-Spatial Right Brain Skills for Business

Source: BusinessLeadership.com


[email protected]

Cell (440) 728-HELP

Is this the infancy of ‘Conceptual Age’ Leadership?

Carlton (Carly) Fiorina, Former Chairman, President, and CEO for Hewlett-Packard, undergraduate major: Medieval History and Philosophy.

Michael Eisner, Former CEO, Walt Disney Corporation, undergraduate major: English Literature and Theater.

Alan G. Lafley, President and CEO, Procter and Gamble Company, undergraduate major: History.

Steve Case, CEO and Co-founder, America Online, undergraduate major: Political Science.

Meg Whitman, CEO, E-Bay, undergraduate major: Economics.

Jill Barad, CEO, Mattel Inc., undergraduate majors: Psychology and English.

Brian Lamb, CEO, C-Span, undergraduate majors: Speech and Communication.

Steve Forbes, CEO, Forbes Inc., undergraduate major: American History.


[email protected]

Cell (440) 728-HELP

“If you don’t like change, you’re going to like irrelevance even less.”

- General Shinseki


[email protected]

Cell (440) 728-HELP

Read

Inquire

GlimpseHighlight

Trend R – I – G – H - T B R A I N

Problem SolvingCycle

1

2

34

5

“No problem can withstand the assault of sustained thinking.”-Voltaire


[email protected]

Cell (440) 728-HELP

What is the R-I-G-H-T BRAIN Problem-Solving Cycle?

R = Read (observation)

Read the situation holistically including the problem, environment, interactions, and symptoms.

I = Inquire (question)

Inquire as to the inputs, ripple effect, intangibles and root causes.

G = Glimpse (depiction)

Picture and draw the end in mind with the issue resolved.

H = Highlight (examination)

Test tube the solution and track progress.

T = Trend (application)

Apply the change in real life and READ again!

Read

Inquire

GlimpseHighlight

Trend


[email protected]

Cell (440) 728-HELP

Comical Right Brain “Problems” solved from ‘thereifixedit.com’


[email protected]

Cell (440) 728-HELP


[email protected]

Cell (440) 728-HELP

Conclusion/Contact Info

Timothy W. Fowler (also known as The Right Brain) is CEO of BusinessLeadership.com. He is a University of Kentucky Certified Lean Master, a Goldratt Institute Theory of Constraint Supply Chain Expert, an ASQ-Certified Six Sigma Black Belt, and a Licensed Social Worker with a SECRET clearance. He is a visual-spatial thinker who designed President Obama’s Air Force One secure inspection and re-fueling process and he is also the founding Director of Super Bowl Champion Coach Joe Gibbs Youth For Tomorrow

Contact him @ 440-728-HELP or [email protected] or on Linkedin


[email protected]

Cell (440) 728-HELP

Back-up Slides


[email protected]

Cell (440) 728-HELP

Back-up: Can I improve my right brain

“I’m definitely a left brain. I really want to strengthen my right side of my brain. is there any exercises/techniques

I can do to achieve this?” by Legolas By Asker “Yes you can. You can tap your right side of the brain by many ways.

Meditating, singing, art, chanting, creative thinking and most of all; loving, is the act of right side of brain.

The more you do it, the stronger it gets.” Source: http://answers.yahoo.com/question/index?qid=20071011192208AA8X6FF

Painting or Drawing The LearningRX.com suggests painting and drawing as right-brain exercises because they

encourage you to be creative& increase visual awareness.

Singing The Mayo Clinic suggests activities such as singing or developing a musical talent to improve your right hemisphere. Joining

a choir also adds a group atmosphere to support the right-brain association of working together with people to express creative abilities.

Playing Games LearningRX.com says that to strengthen your right brain, you can play games in which you use strategies

to play. To exercise the right side of your brain, choose games that require you to perform specific tasks and look at the whole picture.

Studying Maps and Charts Diane Connell of Harvard University says that maps and charts can improve

right-brain skills. Visual and space-related components of maps and charts help you see in a right-hemisphere dominant way.

Art Forms Artistic pursuits that develop creativity such as knitting and other art forms are suggested by the Mayo Clinic as

ways to develop your right brain. The U.S. Air Force Air University website states that right brain is the artistic brain and is responsible for

your creative talents. Air University reports that teaching with right-brain activities including art, dance and drama in kindergarten classrooms

increased learning significantly. http://www.livestrong.com/article/179161-right-hemisphere-brain-exercises/#ixzz1DlZd3M7P


[email protected]

Cell (440) 728-HELP

Can this be assessed? Yes…“A considerable amount of research has been devoted to assessing visual spatial abilities. Most journal articles provide extensive information on the types of

tests used and on books, such as A Handbook Of Spatial Research Paradigms And Methodologies, Vol. 2: Clinical And Comparative Studies (Foreman & Gillett,

1998) are available. An online search of ETS’ test Assessing Women in Engineering (AWE) Project 2005. Visual Spatial Skills. AWE Research Overviews. Retrieved

>date< from http://www.aweonline.org.Visual Spatial Skills AWE Copyright © 2005 Page 6 of 8 A Product of AWE-Assessing Women in Engineering

(www.aweonline.org), NSF Grant # 0120642 collection at www.ets.org using the keywords “spatial ability” and/or “visualization” will also provide assessment

instruments.

The Buros Institute’s Mental Measures Yearbook (Buros, 1938) provides test reviews to assist in choosing an instrument. As various tests measure different

components of visual spacial skills and women perform differently on these different components, it is critical to choose an instrument in line with the

component under study. The following list developed by Voyer et al. (1995, p. 257) provides information on tests and their results by gender.

• Cards Rotation Test (significant) (Ekstrom, French, & Harman, 1976)

• Generic mental rotation tasks (significant) (Shepard & Metzler, 1971)

• Spatial Relations subtest of the Primary Mental Abilities (significant) (Thurston, 1958)

• Paper Form Board (significant) (Likert & Quasha, 1941)

• Spatial Relation subtest of the DAT (homogeneous but not significant) (Bennett, Seashore, & Wesman, 1947)

• Paper Folding (homogeneous but not significant) (Ekstrom et al., 1976)

• Rod-and-frame test (significant for some but not other age groups) (Witkin & Asch, 1948)

• Block Design subtest of the Wechsler Adult Intelligence Scale, the Weschler Adult Intelligence Scale-Revised, and the Weschler Intelligence Scale for Children

(significant for some but not other age groups) (Weschler, 1946, 1949, 1955, 1974)

• Mental Rotations Test (scoring and testing influences magnitude of differences) (Vandenberg, Kuse, & Vogler, 1985)

• Water Level Test (scoring and testing influences magnitude of differences) (Piaget & Inhelder, 1956)

• Identical Blocks Test (scoring and testing influences magnitude of differences) (Stafford,1961)

• Embedded Figures Test (scoring and testing influences magnitude of differences)(Witkin, 1950)

Another tool that may be of interest to researchers is the Spatial Experience Inventory (SEI) developed by Deno (1995), which provides a list of spatial

experiences that may contribute to increased skill levels and test scores.”

SOURCE: http://www.engr.psu.edu/awe/secured/director/assessment/Literature_Overview/PDF_overviews/VisualSpatialWeb%2003_22_05.pdf

some of


[email protected]

Cell (440) 728-HELP

A WHOLE NEW MIND DISCUSSION GUIDE FOR BUSINESS1. In what ways does your current job involve R-directed thinking? Could your organization benefit from more R-directed thinking? Less?

2. How innate are the six abilities Pink discusses (Design, Story, Symphony, Empathy, Play and Meaning)? Which of them is your strongest?

Weakest? Which is most important for your current job?

3. Consider the three questions Pink poses regarding your current work: Can someone overseas do it cheaper? Can a computer do it faster?

Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age? Does your work pass this three-part test?

4. How will the three forces Pink describes be affected by the economic recession?

5. Did Pink convince you of the importance of design? In what ways could you and your colleagues instill design thinking in your organization?

6. What are the implications of Pink’s argument for education? Are you yourself a product of the SAT-ocracy? If so, how did it help or hurt u?

7. What role does storytelling have in your work? What role could it have? Does your organization have a story to tell? Do your clients and

customers know that story?

8. How do you use symphonic thinking in your job? How could this right-brain ability benefit your organization?

9. Is empathy an important part of your work? How could empathy be used in your organization to improve your offerings? How could

empathy make your organization a better place to work?

10. What role do play and humor have in your workplace? Could play or humor improve your service to clients? Do you agree with Pink that a

sense of humor can make someone a better manager? Why or why not?

11. What do you think of Pink’s assertion that “meaning is the new money”? How does your organization create meaning for its customers?

For its employees?

12. Does your current job pass the Collins 20-10 test that Pink outlines in the portfolio section of Chapter 9: If you had $20 million or knew

that you had only 10 years to live, would you still be doing what you are doing now? What can your organization do to ensure that its

employees’ experiences pass this test?

13. What do you think of Pink’s suggestion that spirituality should have a place in the workplace. What is your organization’s approach to

spirituality? Should it change?

14. Did you do any of the exercises Pink suggests in the book? Which ones would you recommend to others in your organization? Why?

15. What are some of the barriers to developing the six abilities Pink describes in your own organization?

16. How do you think workers in Asia would react to this book?

17. Pink talks about psychological androgyny and aligns R-directed thinking with one’s feminine side. Do women have a comparative

advantage over men in this world? Is this true in your organization? Why or why not?

18. Would you add any other abilities to Pink’s list of six senses?

19. What in this book made you laugh? What made you angry. Why?

File: http://www.danpink.com/PDF/AWNMforeducators.pdf


[email protected]

Cell (440) 728-HELP

BusinessLeadership.com

CEO, Timothy W. Fowler,

discussing the City of

Cleveland process

improvement needs with

Mayor Frank Jackson at

the 2011

‘State of the City’ speech

http://www.ideastream.org/cityclub/entry/38931

Right Brain Problem Solving In A Left Brain Business World

Documents

Transcript of Right Brain Problem Solving In A Left Brain Business World