1. ThinkAbout Decision Making
The Business of Thinking®
ThinkAbout Decision Making

2. WHOLE BRAIN® MODEL D A B C LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE
UPPER
LEFT D
UPPER
RIGHT
LOGICAL
ANALYTICAL
FACT-BASED
QUANTITATIVE
HOLISTIC
INTUITIVE
INTEGRATING
SYNTHESIZING
ORGANIZED
SEQUENTIAL
PLANNED
DETAILED
INTERPERSONAL
FEELING-BASED
KINESTHETIC
EMOTIONAL
LOWER
LEFT B
LOWER
RIGHT C

3. NOT YES YET Decision Making What sort of decisions do you make?
Who do they involve?
How do you make decisions?
Why do you make decisions?
What often happens or goes wrong?

4. Outcomes At the end of this module, you should be able to:
Use the Whole Brain® Decider to make more balanced and Whole Brain® Decisions

5. How does your thinking affect your decisions?
How do the different quadrants decide? Ask about each quadrant
What are some of the characteristics of each quadrant?

6. ThinkAbout Decision Making
How do the 4 quadrants like to make decisions? u u B C

7. ? ? ? ? How do you like to make decisions?
What sort of things do you do?
What don’t you do?
“ThinkAbout” your everyday decision making.
What does this tell you about how effective you are?
What can you do to be more effective? ? ?

8. We tend to make decisions based on our most preferred quadrant
This means that people with different preferences may make different decisions
There is no one “right way” to make decisions
Using the whole brain® makes for more balanced thorough decision making
Making decisions from only one or two quadrants means missing out on issues

9. A D The Situation: Making an Investment B C
Tends to be financial & legal
Looks for market leadership
Wants financial pay-off and consistent performance
May overlook the value of intuition
May overlook long-term aspects
Tends to be risk-oriented and entrepreneurial
Looks for strategic alignment
Looks for significant long-term goals
Looks for new perspectives & opportunities
May overlook short-term planning
May overlook lower risk alternatives
May overlook details, such as commission costs
The Situation:
Making an Investment
Tends to be conservative, operational & administrative
Looks for a well-known and established broker
Likes organizational effectiveness
Wants reliability & stability
May overlook opportunities for higher yield with higher risk
May overlook long-term perspectives
Likes a team & ‘partnering’ approach
Looks for a friendly broker
Wants alignment of values
Has an intuitive feeling of ‘rightness’
May overlook in-depth financial analysis
May overlook strategic aspects
May overlook long-range financial planning B C

10. A D The Situation: Buying a Car B C
Wants to see data and statistics on performance
Looks at energy efficiency
Looks at cost of vehicle, trade-in value
Comparison shopping with other vehicles
Ease of maintenance
Wants to know how it works
Likes power and precision handling
Looks at the aesthetic qualities: sportiness, color, form, ‘cutting edge’ qualities
Wants it to fit the dream, personal image, long-range plans
More willing to experiment and take some risks
1st model buyer, early innovator
The Situation:
Buying a Car
Interested in safety features and durability
The practicality of size, number of doors, storage space, stain resistant materials, features such as interior trunk/fuel unlock
Looks at maintenance requirements
Has done research and knows what they want
The ‘feel’ and comfort of the vehicle is important, user friendliness of controls
Wants to ‘love’ the car
Impacted by friendliness of sales and service organization
‘Knows’ it’s the right choice
Will buy based on a friend’s recommendations B C

11. The Whole Brain® Decider
What
Why
What is the decision?
What are the facts?
Why are you making this decision?
Why is it important?
The Whole Brain® Decider
How are you going to make the decision?
How are you going to manage any risk involved?
Who is involved in the decision?
Who will it impact on?
How
Who B C

12. How the Quadrants Decide
The A Quadrant
The D Quadrant
Opportunity
Analysis
DECISION
Consequences
Feelings
The B Quadrant
The C Quadrant

13. ThinkAbout Decision Making
Summary
Our thinking affects both the way we make decisions and the decisions we make.
Avoidances can have a major impact on what we overlook.
No one quadrant is any better or worse than any other at decision making — they are just different.
The best decisions tend to be whole brained.

14. ThinkAbout Decision Making
Approaches:
Abstract
Data based
Theoretical
DO I HAVE ALL THE FACTS?
May overlook:
Feelings
Synergistic opportunities
Approaches:
Imaginative
Forward looking
Risk taking
HAVE I SEEN ALL THE
HIDDEN POSSIBILITIES?
May overlook:
Details
Practicality
UPPER RIGHT
UPPER LEFT
Approaches:
Organized
Conservative
Procedural
WILL I BE IN CONTROL?
May overlook:
Alternative solutions
Novel ideas
Big picture
Approaches:
Emotional
Interpersonal
Intuitive (Feelings)
HOW WILL I AFFECT
OTHERS?
May overlook:
Facts
Planning
LOWER LEFT
LOWER RIGHT B C