4D - 4 dimensions, 4 brain preferences, 4 ways to look at reality, including safety
Succesvol bouwen aan een duurzame veiligheidscultuur is een kwestie van denken, dromen, durven en doen. Volledigheid in ons denken is daarom essentieel: zo vermijden we bij deze complexe problematiek het slachtoffer te worden van onze eigen denkvernauwing . En hiervoor gebruiken wij het 4D-model.
The 4D-thinking model has been derived from the operational function of the brain. The thought behind it is that our reality is coloured by our own preferred way of thinking.
Every human being has one or more preferences in the way of thinking that are the product of inheritance, upbringing and/or environment.
One can broadly map out our preferences in the way of thinking by choosing two axes with different variables.
On the one side, there’s the horizontal axis that is oriented on people. On the other, the vertical axis puts the orientation on strategies (rational, future orientated) against a more pragmatic (intuitive) orientation on the ‘here and now’.
The axis that now has been formed, allows for four types of preferences in the way of thinking:
To start with, there is the rational analytical way of thinking that is placed diagonally opposite to the way of thinking that is oriented towards the human experience. A third way of thinking prefers conserving the status quo, while its diagonally opposite preferred way of thinking is mainly geared towards change.
Look at things in four different ways!
Each of the above mentioned preferences in the way of thinking (to keep communication simple we will assign them with their own colour identity) can be distinguished by some generic characteristics.
Blue thinking (top left) is rational, analytical and critical with a high preference for facts and gures. Blue’s key question is ‘What?’.
Green thinking (bottom left) is systematic, structured and methodical, mainly aiming at preserving the status quo. The obvious green key question is ‘how?’.
Red thinking (bottom right) mainly has an eye for emotion, intuition and interaction. Crucial key question here is ‘Who?’.
Finally, yellow thinking (top right) aims for renewal, change and imagination, oriented towards the future. Therefore, ‘Why?’ is the key question.
In the end, it all boils down to the challenge of influencing the behaviour of each of your employees, as a function of the results that are to be expected of yourself and your team.
From "The (b)leading leader" - A samurai at work publication