New Training Methodology Makes a Difference in Learning Results


When you were in school, did you ever notice that some students hardly studied at all and still got good marks? While you on the other hand needed to study hard to get the same results. Yet some classes you needed to study less than others to get the same results. There are numerous psychological and motivational reasons why this is so, but the major influence is the difference in brain processing between the student and the teacher.

Imagine a classroom full of students. And each student in the class is wearing tinted glasses. The teacher is also wearing glasses but the teachers glasses are tinted green. As the teacher goes around the room describing the different models and structures, he describes them from his “Green” perspective. He may even describe them very clearly and correctly, but it seems that many students in the class don’t understand. He gets frustrated with some of the students because when he looks at them through his green perception, they too are wearing “Green” glasses and therefore should be able to see it as he does. So he may “label” some students as stupid or unmotivated and keep on teaching in his green way while some students struggle on their own to learn the lessons.

While this may be common in school, it is equally as common in the workplace. Managers, supervisors and staff are constantly misinterpreting each other, reacting to these misinterpretations, labeling each other, and expanding gaps in productivity and job fulfillment.

If we could only take off our colored glasses!

Recent genetic psychology research (a 25 year study by Sandra Segal and David Horn) has shown that we are running very specific Genetic Processors in our brain. The notions of personality profiling to determine “Behavior Style” have been replaced with “Processor and Environmental Adaptation” to determine individual and group dynamics related to communication, leadership, and productivity.

Through the use of Directive Communication Psychology, we can discover how to take off our colored glasses and teach, learn, lead, persuade, and cultivate greater productivity in our work and personal life. The colored glasses model is based on the 4 different genetic processors that are foundations for the way we communicate. If you compare your brain to computer processor, you may find that some people have a PC processor, while others may have a Mac processor. Each of these processors can run similar applications such as Microsoft Excel or Adobe Photoshop, and while these have the same function and similar appearance, each requires different programming to run the same type of software because each processor runs the programs differently. For example, a PC will run Excel in a very direct and speedy manner, but will run Photoshop in a slower and roundabout way. The Mac on the other hand is just the opposite. But, if you try to run Excel for Mac on your PC, it won’t work and vise versa. Our brains work in a similar way. If you are a green brain (random, interactive processing) trying to do a red brain (linear objective processing) function, you will have some difficulty doing it in the same way that a red brain person does. As you struggle to get the point, understand the information, or truly empathize with another, it then becomes essential to process your red brain outcome in a green brain way.

The problem is that most of us do this through trial and error. We usually don’t realize what processor we are running. To make it worse, we may have been taught that the “Red” brain way is the only way to approach things, so we don’t even try to figure out a “Green” brain process, and through this difficulty we may figure that we’re just NOT capable and give up trying.

Organisations use the Identification of genetic brain processing patterns to commpose better teams and improve communication and productivity, one such tool to determine Brain Processing is the Colored Brain Communication Inventory, or CBCI for short. Other Schools of thought suggest “brain dominence” instead of genetics, such as the HBDI or Herrmann Brain Dominance Indicator or non-processing related behavioral indentifiers like DISC. Either way, once you know your own communication pattern, it becomes apparent in how to maximize a groups ability to learn, communicate, influence and cultivate good habits that have difficult in the past.

Brain Processing has little to do with “personality”, a friend, as the eldest daughter was shaped and guided to become a professional. Her family influenced her to desire and study towards a professional discipline since she was 4years old. While her genetic foundation was blue brained, she was steered into a very red brained education, upbringing, and career as she decided to become a lawyer. Because of her upbringing, she acted and behaved like red brained person and everyone (including her) assumed she had the “personality” for this line of work. And while she became successful in her firm and her family’s aspirations were satisfied, there was something missing. She was not happy, she felt unfulfilled in her accomplishments and did not connect well with other lawyers at the firm. It wasn’t until she discovered her blue brain orientation through personal consultation, that she was able to place her red brain flexibility in the right perspective. She then quit her firm and used her current skill sets as a “blue brained” attorney to work for Club Med. She is presently successful AND happy.

Our education, our career, and our environment is manifested through the color of our glasses. Through awareness of how we and others process information, we gain greater insights on how to learn better, how to develop talents not natural to our genetic ability, what career to choose, and how to appreciate and bring out the best in the people around us.

While the other half of the equation, our emotional drivers, is subject to our environment and changes with experience, knowing the color of your brain is the foundation for creating Brain Software for your unique processor. It is the foundation for not only better learning, but better and faster implementation of what you learn.

Arthur F Carmazzi is the principal founder of the Directive Communication Psychology and a renowned Speaker in the Asian Region. He is the author of best seller, “The 6 Dimensions of Top Acheivers”, “Identity Intelligence”, and “Lessons from the Monkey King”. He has been awarded as one of the Top 30 most influential Leadership figures in the world by LGI. More at:, Or

Article Author: Arthur F Carmazzi

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Understanding the DISC Model


The DISC model of human personality types is a powerful tool for success. Your ability to identify a person’s primary DISC personality style, and to use that knowledge appropriately is the key to Adrian Law’s Platinum Rule (which is the subject of another article altogether). So what exactly is the DISC model and why should you care?

DISC was developed nearly 100 years ago (in the 1920’s to be exact) by Professor William Marsden. Professor Marsden concluded that there are four different behavioral styles. He also concluded that each person exhibits some of each style, but has one dominant style that influences most everything they do. Because people tend to interact best with those who are like them, recognizing a person’s DISC style enables you to interact with them more effectively. And the more successfully you interact with others, the more likely you are to get what you want out of that interaction.

The four personality styles that the professor identified are: Dominance, Influence, Steadiness, and Compliance (hence the acronym DISC). As you would expect, a person’s dominant personality style has a major impact on all aspects of their lives, including how they interact with others and how best you can interact with them. For example, a person who has a primarily high-D personality will be eager to shake things up, make changes, alter things to work the way they like best. A high-S personality values stability over all else and would be likely to resist change, even when it would be beneficial to them. Unless one of them alters the way they interact, this pairing will cause a lot of stress.

Because each personality type values different things, and we all tend to like people who are most like us, you need to take a person’s DISC style into account when dealing with them. If you’ve ever tried to chit-chat with a high-D person, or stay right on task with a high-I person, you know the futility of trying to interact with a person using a style that isn’t compatible with their own. Since this is so, the ability to recognize someone else’s DISC personality style and modify your approach to one that is compatible with theirs is a powerful tool for succeeding in your interactions with them.

Author: Bill Mann

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Using DISC Assessment to Positively Impact Work Approaches


DISC profiling can help to effectively measure both behavioral and emotional responses to various stimuli.  DISC assessment programs can help people to become aware of the effects of their behaviors and interactions with others as well as to understand their particular behavioral category.  Because DISC profiling puts individuals into one of four broad categories, there are a variety of elements to consider when determining how to most optimally utilize a particular person within your company.  The four broad categories include: Dominance, Influence, Steadiness, and Compliance.  Leveraging DISC assessment evaluations can be extremely beneficial when trying to positively impact both team and individual work approaches.

An effective tool for recruiting, hiring, and maintaining employees, DISC assessment has evolved into an extremely popular medium of behavior assessment.  In addition to providing recruiters and employers with useful personal information about potential employees, DISC assessment can also benefit the employees themselves.  DISC profiles enable individuals to identify their behavior patterns, styles, and traits while simultaneously learning how to understand these particular elements in relation to interactions with others within particular environments.  Further, by comprehending how their behaviors and traits impact certain situations, employers are afforded the opportunity of placing employees in environments most conducive for maximizing their respective levels of productivity.  Being placed in a role most suitable for a particular employee will enable the individual to more positively approach the way he or she will perform his or work.

DISC assessment can also influence the way that individuals interact with one another.  By understanding the behavioral differences of co-workers, employees can more effectively approach and tackle projects upon determining who will most efficiently complete particular tasks.  Additionally, DISC profiles allow employees to understand the different environments needed for different types of people to succeed.  While some people thrive in a dynamic team atmosphere, others prefer more private spaces in order to accomplish both short-term and long-term projects.  Understanding the work preferences of others can alter the way that certain employees approach their work.  By understanding the impact of your personal behavior on others, you and your team can more efficiently and effectively approach and complete multiple projects.

Although the behaviors of others can modify the way that an individual works within a team dynamic, an individual’s approach to his or her work is primarily determined by his or her own capabilities, attitude, and work ethic.  Every individual has his or her own definition of what success means and of how to achieve it.  Further, expectations and work ethic may be influenced by a variety of factors including compensation, confidence, position, and leadership abilities.  Employees with a more proactive attitude and positive disposition will likely positively impact the overall efficiency of the organization.

DISC assessment can play a vital role in terms of how individuals approach their work. Further, DISC assessment enables individuals to understand how their behaviors and traits impact the work styles of others.  By leveraging the evaluation results of these profiles, employers can create an effective team dynamic while simultaneously maximizing the abilities of each individual in appropriate and relevant capacities.

About ‘Your Ultimate Success, Inc’ at

Founded in 2005, Your Ultimate Success, Inc. has been providing companies, corporations and individuals with coaching, behavioral and values assessments, team building, job benchmarking, and indoor/outdoor experiential learning/team building.  Headed by Jim and Jeannine Guerci, the team is committed to instilling positive change through personal and professional development.

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About the Author: Founded in 2005, Your Ultimate Success, Inc. has been providing companies, corporations and individuals with coaching, behavioral and values assessments, team building, job benchmarking, and indoor/outdoor experiential learning/team building.  Headed by Jim and Jeannine Guerci, the team is committed to instilling positive change through personal and professional development.

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