Organizations using Emergenetics are providing their employees with valuable insights that will increase productivity and team engagement.
We help organizations take the next step and add storytelling curriculum to their Emergenetics findings.
According to Emergenetics there are four main core areas people think in:
They also break apart how you think, and how you behave against the rest of the general population. The end result is a snapshot of how you process information and turn that into action.
How Storytelling Relates
Once employees have their Emergenetics profile, it's a great time to talk about how storytelling can help them communicate to their team.
For example, here's how I would approach storytelling in relation to two quadrants.
According to their assessment, analytical thinkers are logical problem solvers who are data driven, rational, and learn by mental analysis. This means stories about the future with no data and no clear path forward might not be the best way to approach these thinkers.
Many times these thinkers need stories that frame the data presented in a way that doesn't undermine its value, but instead enhances its meaning. For example, if you're a leader trying to help an analytical thinker solve a difficult problem, communicate with stories that have the data as the main character. The other way would be to tell a story that's logical by structure and doesn't rely on the need for the audience to accept unknown truths and suspend belief.
Conceptual is on the opposite side of the spectrum. It is defined by imaginative thinking, enjoying the unusual, relying on intuition about ideas, and learning by experimenting.
Conceptual thinkers love the big hairy ideas that are messy and full of holes. They want to suspend belief and take a 500-mile view before zeroing down in on what's really important.
If you're a manager who is working with conceptual thinkers, your story is going to be filled with a lot of 'what ifs,' and 'here's the promised land.'
Analytical thinkers would probably react to the story as skeptics and demand data to support your beliefs.
Where It Gets Complicated
Most Emergenetics users are not driven by only one way of thinking, but rather two or three ways.
For example, my Emergentics profile is Analytical 28%, Conceptual 32%, Social 32% and Structural 8%.
A leader wanting to communicate with me would do best by playing to my three main methods of thinking and not focusing on the structural part of the story.
A great story might start with the unknown, require me to accept a vision through relating and being socially aware, and then finish with data supporting a clear direction forward. It would be a waste of time for the manager to give me guidelines and take the tone of being cautious about the big unknown idea.