Mankind has been thinking about thinking since the time of the ancient Greeks. Since 1995, we, as the developers of Thinking Styles, have noticed an increase in the number of consultancies and training organisations specialising in elements of thinking. Could this mean that there is renewed interest in styles of thinking? If so, Thinking Styles offers you a very useful way of learning about different styles of thinking and understanding the implications and uses of each type.

The original concept for the Thinking Styles psychometric was developed by Fiona Beddoes-Jones in 1995 as a means of adding value to personal and professional development programmes.

Thinking Styles measures peoples' cognitive and linguistic preferences and levels of flexibility at work for twenty-six 'types' of thinking (dimensions). It does not measure your thinking ability, nor is it a measure of your 'intelligence'.

Thinking Styles has a unique scoring system. Not only does it identify and measure the degree to which you like thinking in a particular way, it also measures the degree to which you dislike thinking in a particular way, i.e. there may be elements of certain styles of thinking that you positively dislike doing!

Thinking Styles was developed in collaboration with WDP Consulting Limited www.consultingtools.com. Version 1 of Thinking Styles was launched in 1997 as a beta instrument. Thinking Styles Version 2, supported by reliability and validity data, was launched in April 2001.

If you would like to view or download the questionnaire and complete it, please click here.

If you would like to see a sample profile - click here.

Thinking Styles in depth
Much of the original work that was done regarding the concepts of linguistics and cognitive filters was generated by Lesley Cameron-Bandler and Richard Bandler in early 1970's America in the area of personal therapy. They did not talk about 'thinking'. Instead, they used the terms 'fundamental filters' and 'meta-programmes' to explain the ways in which people perceive and understand the world around them and how they then translate that perception of the external world into an internal representation within their own minds. The Bandlers' work is recognised as some of the first building blocks of Neuro Linguistic Programming (NLP).

Thinking Styles is at the forefront of research in the area of generative NLP. It is the first psychometric instrument specifically designed to identify and measure the cognitive and linguistic dynamics inherent within individuals, teams and organisations, at all levels.

Thinking Styles gives you very powerful techniques to help you understand yourself and others. By developing your communication skills you will be able to develop more effective working relationships. Thinking Styles is ideal for use in situations at work where strong relationships are critical for success. Click here to view some examples. In a team environment, an understanding of the cognitive, linguistic and behavioural dynamics that are operating (usually unconsciously) within the team can be very beneficial in helping you to work more effectively with your colleagues.

Cognitive dynamics are the mental processing and thinking which takes place individually and within the team. Linguistic dynamics are the words and language patterns which people use. Behavioural dynamics of Thinking Styles are those behaviours which occur as a result of the way in which a person thinks. Thinking (even unconscious thought) always precedes action.

Linking these different dynamics together will help you to understand the complex relationships between peoples' behaviours, how they use words and the way in which they think. Understanding the thinking processes of your teams will enable you to present information to them in a way and at a pace which allows them to think more effectively together, creating more successful teams. At all levels of the organisation, your meetings will be more focused, more effective and shorter. For more examples - click here.

Thinking Styles can also identify cultural cognitive preferences within teams and organisations. If, for example, an organisation is particularly proactive, competitive or options oriented, this is likely to be reflected in the individual and collective profiles of its people. This is particularly true of the senior team, as organisational culture is profoundly influenced by the thinking styles of its directors and senior managers.

If you would like to view or complete the questionnaire - click here.

If you would like to see a sample profile - click here.