Our Chief Learning Officer, Marie Unger, often shares that at least 85% of the population-at-large will think differently from you.
The data she’s referring to comes from our research about Thinking styles as defined by Emergenetics theory. Through the Emergenetics Profile, we reveal how your Thinking and Behavioral preferences come to life and how they may relate to, or differ from, those of others.
Embracing these distinctions is a gift. Cognitive diversity [1] can be one of our greatest superpowers, leading to faster problem-solving and better outcomes. If people are unaware of their differences, however, or do not see the value they bring, it can lead to conflict and friction.
Recognizing and honoring our cognitive diversity can have a significant impact on the way leaders coach and motivate, in the way teams innovate and collaborate and in the way organizations design performance and development strategies.
Let’s dive into our proprietary research to explore each of the Thinking styles and why it’s so important that leaders, teams and Human Resources professionals understand these nuances.
Where Does The Data on Thinking Preferences Come From?
We regularly sample 10,000 Emergenetics Profiles, utilizing data from regions across the globe. We use this sample set to evaluate and ensure the accuracy and reliability of our tool. [2] It also allows us to analyze the prevalence of each Attribute and how that may change as the world evolves.
One way we explore how the Attributes are showing up is through our Percentage Chart. This snapshot in time shows each of the possible combinations of thought and what percentage of the global population-at-large shares that tendency.
Thinking Styles Through the Emergenetics Model
The Emergenetics model assesses an individual’s preferences for four Thinking Attributes as well as three Behavioral Attributes. [3] For this research, we’re focused on the Thinking Attributes, which include:
- Analytical [4] – An appreciation of logic and reasoning
- Structural [5] – An appreciation for details and processes
- Social [6]– An appreciation for working with and learning from others
- Conceptual [7] – An appreciation for the big picture and imagination
Individuals may have a preference for one or more Thinking Attributes. The most common Profiles are bimodal, meaning a person innately prefers two types of thought, followed by our trimodal Profiles. Quadramodals (where all four are in preference) and unimodals (where only one Thinking Attribute is in preference) are quite rare.
While people may share preferences for a particular Thinking Attribute, it is their combination (along with their behaviors) that significantly shape what individuals bring to the table. For example, someone with a unimodal Analytical Profile will innately approach work quite differently from a bimodal Analytical-Conceptual Thinker, even though they share a preference for Analytical Thinking.
Global Thinking Styles by Percentage
The data below reveals the observed values from our global sample and offers a snapshot of how 15 different Thinking styles are distributed in the population-at-large:
Bimodal Profiles
Bimodals make up about 61% of the global population. Each of the individual bimodal Profiles range from 3-15% of the population and include:
Analytical and Structural
Individuals with this combination often bring a convergent [8] approach to their work, narrowing in on the best solution through logic and process.
Social and Conceptual
People with this style tend to embrace a divergent [9] approach, imagining what could be in collaboration with others.
Analytical and Conceptual
Team members with these preferences are typically abstract [10] in their nature, focusing on the big picture.
Structural and Social
Colleagues with this combination usually adopt a concrete [11] perspective, prioritizing the details and people.
Analytical and Social
We refer to this group as having an informed head with a warm heart, balancing logic and reason with a relational, empathetic style.
Structural and Conceptual
Individuals with this combination typically have a knack for pairing unusual ideas with a thoughtful process to bring them to life.
Trimodal Profiles
Trimodals make up about 29% of the global population-at-large. Each of the distinct trimodal Profiles range from 5-12% of the global population and include:
Analytical, Structural and Social
People with this Thinking style tend to like organization and logic while rooting their decisions in people.
Analytical, Social and Conceptual
Staff with these three preferences lean toward abstract thinking, grounded with consideration for the impacts on others.
Analytical, Structural and Conceptual
Team members with this combination of thought often enjoy pairing big picture ideas with structure and logic to accomplish them.
Structural, Social and Conceptual
This style tends to blend creative thinking with controlled emotion, pairing visionary ideas with a concrete approach to implementation.
Quadramodal and Unimodal Profiles
The remaining 10% f the global population falls into one of five categories, which each range from 1-6% of the population at large:
Quadramodal (Analytical, Structural, Social and Conceptual)
We often say “the committee is in session” to describe this combination. You can often hear all four Thinking Attributes competing for airtime as individuals with this approach share their thoughts.
Analytical
Unimodal Analytical Thinkers are firmly driven by the question Why, energized by rational, logical thought.
Structural
Unimodal Structural Thinkers are strongly motivated by the question How, focused on the process and clear rules.
Social
Unimodal Social Thinkers are deeply engaged by the question Who, guided by their intuition about people.
Conceptual
Unimodal Conceptual Thinkers are greatly energized by the question What if, leaning heavily into the possibilities more than anything else.
It’s also important to remember that, while our preferences may vary, we all have access to every Attribute. It just may take us more work and “flexing [12]” to practice leaning into the patterns that do not come naturally to us.
Why Is It Important to Know the World Thinks Differently from You?
#1 – Thinking Preferences Shape Collaboration
If you ever work on a team, these differences show up quickly. When we approach work in our own preferred way and don’t make space for alternative styles, colleagues will likely experience miscommunication, conflict and misalignment, which disrupts productivity and performance. You also may miss out on the brilliant cognitive diversity [13] in the room, reducing your team’s effectiveness and creativity.
#2 – Successful Managers Can Adapt Strategies for Diverse Thinking Preferences
If you’re a supervisor who only coaches someone using strategies that appeal to you, you may find that your teammates do not respond in the way you hoped, and your performance management tactics may fall flat. Speaking to the styles of your employees can boost motivation and increase alignment. Additionally, knowing your own preferences will give you a clearer picture of your leadership strengths and potential blind spots [14], enhancing your self-awareness and illuminating opportunities for personal growth.
#3 – Thinking Preferences Can Guide Change Management
Any organization experiencing workplace transformation would benefit from understanding Thinking styles. If your change initiatives only reflect the preferences of your change leaders [15], you’re likely to encounter resistance from employees and may miss the mark on gaining their buy-in. You might also find that, even if the change is implemented, perspectives were missing that could have made the program more impactful.
#4 – Thinking Preferences Help Power Organizational Performance
By understanding cognitive diversity, Human Resources and Organizational Development teams can better drive employee productivity. You can design more engaging, effective performance management strategies [16] and learning & development programs that appeal to the different ways that people prefer to think (and behave). Additionally, cultivating an environment where all preferences are respected creates the psychological safety [17] necessary to support successful business outcomes.
Use Thinking and Behavioral Information to Guide Your Organization
Recognizing the distinct makeup of your team and company will unlock new possibilities for your organization. Leaders can improve the way they guide and support staff, teams can amplify productivity and performance and HR can refine their systems to engage and motivate employees.
It all starts with knowing what your combinations of thought are and learning to embrace the nuanced styles around you. And, it’s even more powerful when you build on these thinking differences to embrace a full range of human Behaviors – and I’ll leave that topic for future blog!
How can you help your organization embrace cognitive diversity to fuel greater focus and performance? Fill out the form below to connect with our team!
Frequently Asked Questions
Q: How many thinking types are there?
Our global research identifies 15 distinct thinking types, each representing a different innate cognitive processing style. These styles vary in how common they are across the global population.
Q: What percentage of the population shares each thinking type?
The distribution of thinking types varies significantly. Some are held by a larger portion of the global population (up to 15%), while others are rare. Our research maps the prevalence of each type across regions, industries and demographics, giving HR teams and leaders data-backed insight into the cognitive diversity (or homogeneity) of their workforce.
Q: Can a person’s thinking type change over time?
Thinking preferences tend to be stable patterns rooted in how the brain naturally organizes and processes information and the experiences that have shaped who we are. While people can develop new cognitive skills and flex into other Thinking styles, their preferences generally remain consistent over time. Understanding this distinction helps HR leaders design development programs that work with a person’s innate processing style rather than against it.
Q: Why does thinking type diversity matter for organizations?
Cognitively diverse teams (those with a mix of thinking styles) approach problems from more angles, reduce groupthink and generate more innovative solutions. I’ll also add that one’s mix of Behaviors is equally as important to consider, as these preferences impact the way we prefer to show up and engage with those around us. For HR leaders, understanding the distribution of thinking types and Behavioral preferences across a team or organization is a powerful tool for performance management, learning and development and building cultures where different minds can contribute fully.
Q: How can HR leaders use thinking types in practice?
HR and people leaders can apply thinking type insights across the talent lifecycle — from designing onboarding that matches how new hires are motivated, to structuring project team compositions for high-stakes projects, to enhancing learning and development programs that meet different learning preferences. Working with our team, we can empower you to map your organization’s Thinking and Behavioral preferences and help you identify strengths or gaps relative to your strategic goals.
Let’s connect to discuss how you can use cognitive diversity to fuel organizational performance.