In this region we offer
the Benziger Thinking Style Assessment (BTSA),
a powerful tool that helps people improve their personal effectiveness
and skills, resulting in an increase in organizational effectiveness.
It established four
areas that exist in the cerebral cortex which are responsible for a
determined way of thinking, looking at life, and problem solving.
People are born with
one of these areas as dominant, two as competent auxiliaries and the
fourth as an area of weakness.
It allows us to
explain and better understand the difference in individuals.
It is a tool to
improve personal and organizational effectiveness.
How do the strengths in Brain Dominance contribute to Problem Solving?
Frontal Left: Good analytical skills, use of critical analysis to assess cause and effect, to make decisions and announce actions to meet goals.
Frontal Right: Good in adapting, innovating, conceptualizing, will generate solutions to identified problems.
Basal Left: Their structured and sequential thinking allows them to define an action plan and put it into action.
Basal Right: Utilize all their expression and interpersonal skills to get the cooperation of all the people.
The BTSA is designed to deal with four specific management areas:
Improve the quality of group and individual performances.
Improve the quality of group and individual analytical decision making.
Decrease interpersonal conflicts that are a result of lack of adaptation.
Decrease personnel rotation.
Managers who utilize the BTSA have mentioned that they obtained very useful information on how to conduct a positive change in technology, work processes, management structure, and employees in general.
A team formed by individuals with different thinking modes will be very effective. It will meet its goals quickly, without the members being burned-out doing work that by its physiology might result in being complicated or unsatisfactory.
The following are applications to the BTSA Model on Thinking Styles:
Self-learning exercise to define vocational and/or professional re-orientation.
Identify and affirm preferences and abilities.
Identify levels of Types of Detours (Application to non-preferred competencies).
Evaluate how complementary is the individual within the group.
Facilitate joint collaboration, valuing the differences.
Increase levels of re-assurance in selection processes.
Define career goals based on Brain Dominance.
Establish a balance between creativity and daily operations, putting the organization to work in accordance with the Integral Brain Model.
Define professional and organization action plans.
