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A Publication Featuring The Information Services Technology of Maine State Government
| Volume V, Issue 9 | September 2002 |
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By Sam McKeeman
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Several hundred Maine state employees have been exposed to training on their natural preference for using either their right or left brain hemisphere more frequently when confronting the variety of work-related tasks. While some use both sides roughly equally, they will not be discussed here. To determine this hemispheric preference, a valid instrument is used to determine the group’s range along a 121-point scale. This scale shows mild to dominant tendencies and then interprets these findings, recognizing that preferences can be over-ridden by our intellect. |
The initial reaction of many people is, so what? Even if this new information is more than "parlor game" fun, should it be taken seriously? Does it have implications for the workplace? You decide.
Participants typically glean significant insights. For example, during the training, left, right, and whole brain preference groups are formed and are asked a series of questions. These questions demonstrate how all three groupings dramatically vary in their responses and views of workplace fundamentals.
It becomes clear that a high percentage of right-preference people define "on time" (as for a meeting) differently than the left-preference group. That is, the latter see "on time" as arriving 10-15 minutes before the scheduled start whereas the right think of "on time" as 5-10 minutes after the scheduled start. Right-preference people generally prefer group work, rely more heavily on information from people (versus research data or other gathered facts), are willing to be flexible as to work sequences, and prefer to have more fun at work. They are more social and willing to collaborate.
Left-preference people prefer rules and structure, see time as linear, prefer hierarchy, and have faith in logic and analysis. They like work done to their standards and on their terms.
When these and other realizations occur, certain "aha" events happen. People recognize that many who use another brain preference than themselves are not necessarily acting that way at work to annoy them, or out of malice. Indeed, the opposites are merely acting in character. Once this is realized, the lesson learned is one of tolerance of different approaches to the work.
The left-brain group begins to see that others believe there are several good ways to solve a given problem, not just one. The right brain group recognizes that documentation to support key decisions is important - that is, intuition based decisions scare some people.
Further, right-preference people are typically more creative. They would rather communicate non-verbally. They would rally around a leader who gave them more autonomy as to what work to do, when to do it, and how to do it.
Left-preference people have verbal strengths, believing in detailed and specific instructions or guidance given to their direct reports. They need more control over the work, tending toward wanting perfection from themselves and others. Finally, both preference groups experience different approaches, or paths, to success. All in the training have experienced life successes. All have found meaningful work; have made friends, and found happiness.
Yet, the path to that success is dramatically different. Organizations have attained greatness with left or right preferenced leaders. The differences are in the details, the methodologies employed, the manner of organizing, and conducting the work. The differences are not in the results.
The instrument that is used to determine which brain hemisphere is dominant has been in use about 25 years. It is periodically modified based on the latest research. It is valid; that is, it measures what it purports to measure. Because of this, participants walk away from the training with new information and insights about themselves and others. They have been asked to contemplate the implications for those insights. They have been challenged to begin the conversion of insights into action strategies. In short, participants are creating new meanings from old observations.
Sam McKeeman works part-time for the Training and Development Unit under the Bureau of Human Resources. He most often provides training for the Maine Management Service but also trains on other topics. He occasionally facilitates organizational change when organizations or groups need to improve or examine alternative ways to conduct their business. Sam worked for a variety of state agencies in Delaware, including a 3.5 year assignment as the Special Assistant for Criminal Justice to Governor Mike Castle. He also worked in Pennsylvania state government. Sam does some private consulting in several states and internationally.
