How does an organization function when everyone knows Mind Patterns and Thinking Talents? What changes happen?

These are some of the powerful changes that happened in a globally recognized organization which integrated applications of Mind Patterns and Thinking Talents into how they conduct business.

• Many energy drains typical in businesses today were alleviated in a university-based fund-raising organization when Mind Patterns and Thinking Talents were introduced and widely applied.
• Instead of feeling bored and disempowered, individuals sought ways to use their Thinking Talents at work, not only for the personal energy boost, but for the satisfaction of more effective collaboration and decision-making.
• Conveners for meetings filled the rooms based not just on positions or roles, but on what kinds of natural talents needed to be brought to the question at hand. Major conflicts and typical disagreements were often averted as innovative and procedural thinkers, or former analytic and relational “opponents” realized the value of each other’s ways of thinking.
• When employees discovered their Mind Patterns they developed strategies for bringing focused, sorting, or open-minded attention to whatever task was in front of them. Ineffective meetings became more multi-modal and useful for everyone involved. Written agendas and visual recording supported the flow of discussions and decisions. Paired sharing, walk-and-talks, and periods of silence met a variety of needs for verbal processing. The availability of stress balls, hand toys or thinking putty, the freedom to stand or move, and experiential activities supported everyone’s physical thinking and emotional intelligence.
• Relationships among co-workers improved. Clear and compassionate understanding about preferred methods of communication made interactions more effective. Teams and individuals found ways to optimize office space for less distracted, more productive work.
• Improved relationships with clients and donors resulted in increased revenue. Employees found that Mind Patterns and Thinking Talents could inform conversations with non-judgmental insights about clients’ thinking early on, which led more often to effective sorting of possibilities and eventually a successful close or a new deal.

Great work by G. Lawson Drinkard and Anne Powell, certified trainers in Collaborative Intelligence.

“I have had the best round of performance evaluations this spring and each one has been animated by people sharing their Thinking Talents and Mind Patterns in a way that has enabled us to break through communication barriers and even deeper personal issues that have inhibited performance.”
— Mark A. Petersen, Vice President, Wake Forest University Advancement

Incorporating Thinking Talents into operations, onboarding, and throughout company culture

“The Thinking Talents framework, available in both the iOS App and the Collaborative Intelligence book to go with it, has completely transformed the way I understand not only myself, but also my colleagues–both an individual’s talents, as well as the shadow or blind spot that may go with it. As a result ‘Thinking Talents’ is now a part of our onboarding process at Levo so that every new hire immediately has a tool to use to identify the best working style for themselves and with their boss and colleagues. It has helped us to put a framework around recruiting and building teams so that all parts of the collective organizational brain are activated so that we can achieve optimum results across the company.”

— Shannon M. King, COO, Levo