Use HBDI to Understand Your Opponent to Avoid Stalemates Does your negotiation always get to an annoying stalemate? Well, today's podcast will explore using HBDI to avoid a negotiation stalemate. Join Darren Smith and George as they tackle this exciting topic. You Can Read the Full Negotiation and HBDI Transcript Below: Darren A. Smith: Hi, my name's Darren Smith and you're the home of sticky learning. We are with George Harran. George, hello. George: Hello, how are you, Darren? Darren A. Smith: Hello. Hey, I'm good. I'm good. So I'm Darren, this is George. And we're here today to talk with you about HBDI and negotiation. In fact, the title of this podcast. I'll read out my negotiations. Always get to an annoying stalemate. Use HBDI to understand your opponent to avoid stalemates. So George, we're talking about negotiation and HBDI. The reason you're here is your what we would call naive results. You've just completed your HPDI profile, is that right? George: Yay, correct. Darren A. Smith: OK. Fabulous. Fabulous. So you're gonna ask me lots of probing, challenging questions, particularly around HPDI and how we can use it with negotiation. All right, all right, so let's do a couple of minutes on your understanding of HBDI and what this profile meant to you. The HBDI brain is split into four coloured sections George: Love it. Darren A. Smith: What did it mean to you doing your profile? George: It's interesting because I found a couple of like things. It was interesting. I discovered things I was aware of, some I wasn't really aware of. Darren A. Smith: Mm hmm mm. George: A couple of the so when I was asked to anticipate the results, I actually nailed it in a way I got all my 4 quadrants more or less precisely the same. I was surprised though, by stressful flow. What's it called? This. Yeah, exactly. The results were a bit different than I was expecting, but like, it is what it is, I guess. Darren A. Smith: That's not. OK, alright. Well, let me give you and the viewers a quick summary of my understanding of your profile here it is. I'm sure you don't mind me showing it. So what Ned Herman said was that we all know that the brain is split left and right. So let me ask you, George, what's the difference between left and right of the brain? George: Yeah. No. The conversion side of the brain and the right side is more like the creative, intuitive side of the brain, or the diversion. Darren A. Smith: Perfect, perfect, perfect. OK. And this was discovered now probably 50 years ago now. Not what Ned Herman said was actually left and right. Absolutely. But he also said there's top and bottom given US 4 quadrants to the brain. Now, Ned, Herman or HBDI, which is the Herman brain dominance instrument, measures how we prefer to think. And there are four quadrants in how we prefer to think we've got the blue Quadrant, which is all about facts. So if you've got a mate who's very good down at the pub quiz. Darren A. Smith: He's probably a blue loads of facts. The yellow. This is the creative, the entrepreneurial, entrepreneurial type. People who have got a million ideas and might be described as having their head in the clouds. We've got the red people. These are the touchy feely people. People what I love about the Reds is if you walk into a room they normally come over and touch your elbow and then we've got our greens, who are our structured plan. Next project managers. All right. So this just describes how you prefer to think. George: Interesting. Darren A. Smith: You can't get it wrong. You can't get it right. This is George. George: Hello. Darren A. Smith: So if having understood that you have a tendency to think more in the right side of the brain, your creativity, your big picture thinking's fairly high. George: Yeah. Darren A. Smith: Your people skills, your feelings fairly high, but your ability to do facts in the blue is quite low and your green is,
