Emergenetics: Tap into the New Science of Success


Who you are today is a result of certain characteristics that have emerged from your life experiences, plus the genetics with which you were born. This interplay between nature and nurture is the foundation of Emergenetics?, a brain-based approach to personality profiling that gives you the keys you need to discover not only your own natural strengths and talents, but also those of others. You will discover your thinking style (Conceptual, Social, Analytical, or Structural) and your behavioral set points (your ...

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Emergenetics: Tap into the New Science of Success

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Who you are today is a result of certain characteristics that have emerged from your life experiences, plus the genetics with which you were born. This interplay between nature and nurture is the foundation of Emergenetics®, a brain-based approach to personality profiling that gives you the keys you need to discover not only your own natural strengths and talents, but also those of others. You will discover your thinking style (Conceptual, Social, Analytical, or Structural) and your behavioral set points (your degree of Expressiveness, Assertiveness, and Flexibility). These insights will help you recognize how you approach new situations, how you get things done, how others see you, how to enhance relationships, and how to communicate with people who are not like you.

Applying Emergenetics® to the workplace will enable you to make optimal career decisions, boost your creativity and performance, increase profits, make better decisions, assemble "brain trust" teams, write effective performance reviews, make presentations that appeal to everyone, sell to all kinds of customers, and motivate all kinds of employees.

Emergenetics® offers invaluable insights instantly, and paves the way to personal growth, satisfaction, and success.

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Editorial Reviews

Donna Imperato
“Emergenetics has given us the ability to build stronger teams. . .and deliver well-rounded thinking.”
Luis Castillo
“I’ve been using Emergenetics training with my management team. . . . I hope all our employees read this book.”
Martin Lowery
“Readable, engaging, and practical...this research can significantly assist us both professionally and personally.”
Robb Caseria
“[Dr. Browning’s] work, reinforced by science, is compelling and intuitively easy to understand and apply.”
Jessica Bibliowicz
“A compelling, analytic tool”
Carol A. Aschenbrener
“If you want to enhance learning, sponsor effective teams, better understand your behavior...this is a tool for you!”
Robert Bates
“Emergenetics [helped us in] creating a dynamic team that has transformed our company into an industry leader.”
E. Lee Rice
“[Emergenetics] has really helped us to distinguish our scope and depth of care in ways that are truly significant.”
Aaron Hilkemann
“We have used [Emergenetics] with employees and customers and it has been an overwhelming success.”
Lee Michael Berg
“We continue to build on the principles we learned from Geil.”
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Product Details

  • ISBN-13: 9780060585358
  • Publisher: HarperCollins Publishers
  • Publication date: 12/27/2005
  • Pages: 352
  • Sales rank: 1,035,541
  • Product dimensions: 7.40 (w) x 9.10 (h) x 0.50 (d)

Meet the Author

Geil Browning, PhD, is president and owner of Emergenetics, LLC, and of The Browning Group International, Inc., which provides training, development, and consulting services to organizations worldwide. An educator, researcher, workshop presenter, and nationally known speaker, she has made a difference in the lives of thousands of people through EMERGENETICS®. She lives in Castle Rock, Colorado.

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Read an Excerpt

Emergenetics (R)

Tap Into the New Science of Success
By Geil Browning

HarperCollins Publishers, Inc.

Copyright © 2005 Geil Browning
All right reserved.

ISBN: 0060585358

Chapter One

What Is Emergenetics and
Why Should You Care?

Knowledge Is Power -- When You Know How to Use It

It's lunchtime, and four friends are going to an art exhibit featuring work by several up-and-coming artists. As they enter the room, they encounter a volunteer who gives them a sheet listing the titles and prices of all paintings.

Mr. Blue takes the sheet and quickly scans it, looking for the title of the painting that is the most expensive. He then evaluates the entire collection in the context of what makes this painting so valuable. He is at the show for one of the following reasons: (1) he wants to purchase a painting because it will be a good investment, (2) his coworker, Ms. Red, has dragged him along on this excursion, or (3) he read a review of the show in the newspaper and wanted to see if it was as excellent as the critic said it was. Mr. Blue is taking a very Analytical approach to the exhibit.

Ms. Green takes the sheet from the volunteer and then retires to a bench in the hallway where she carefully scrutinizes the list. She takes a highlighter out of her bag and notes the paintings upon which she expects to concentrate. She then returns to the volunteer and asks where the restrooms are located. She does not use the restroom at this time, but she always likes to be ready for any emergencies. People are always happy to travel with Ms. Green because they can count on her good planning and readiness. Now that she is prepared, Ms. Green enters the gallery and looks at the first painting on her right. She moves deliberately along, viewing the paintings in the order in which they are placed on the wall. She spends extra time only inspecting those art works she has highlighted on her list. Ms. Green is a highly Structural thinker and she likes to be methodical.

Ms. Red, who is extremely Social, has come to this show because she knows one of the artists in the exhibit and wants to support him. Although she doesn't find the list of titles and prices particularly useful, she still accepts it to acknowledge the presence of the volunteer. Viewing an exhibit, to her, means making an emotional connection to the art. She wanders around the room until painting number 20 calls out to her. Eager to share this moment, she grabs Ms. Green, who is viewing painting number 17. Ms. Red is a little annoyed when Ms. Green says, "Just wait a minute until I get there, and then I'll look at it with you."

Mr. Yellow, the last one through the doorway, takes the sheet from the volunteer and quickly scans it. He then puts the sheet in his pocket because he plans to read and digest this information in its entirety someday. When he gets home he will put the paper on the pile on his desk. Chances are he will never see the paper again, but he will always know that it is there. Mr. Yellow then quickly tours the exhibit and is the first one finished. Mr. Yellow, who has a very Conceptual mind, already has grasped the importance of the exhibit and is ready to leave. However, Ms. Green is still looking at painting number 37. He wonders what is taking her so long. She wonders if he fully appreciated the artwork.

Great minds are going through this exhibit. Each thinks differently, and each is correct in its thinking. Each brain, whether highly Analytical, Structural, Social, or Conceptual, is appreciating the show in its own way.

But there's more. Ms. Red, you recall, is very excited about her favorite painting. She tried to interest Ms. Green in a conversation about it, but Ms. Green's Assertiveness is at such a level that she is unwilling to view the paintings out of order. Because Ms. Red is so Expressive, she still wants to share her feelings, so she approaches Mr. Blue. However, Mr. Blue's Flexibility is such that he does not want to stop his analysis of the painting he is currently viewing. Frustrated yet determined, Ms. Red grabs the nearest stranger. While the stranger doesn't really want to talk with Ms. Red, his Assertiveness is such that he will allow himself to be engaged in conversation.

Mr. Yellow has Flexibility and would love to talk to Ms. Red about the painting. However, he is already in the museum coffee shop speaking with other patrons about the exhibit's world significance, and how "one of these days" he plans to take up painting again.

These four friends, who have different levels of Expressiveness, Assertiveness, and Flexibility, viewed the same art exhibit in completely different ways, yet all would say they enjoyed the show and found it fascinating. It's easy to accept that there is no one "right" way to see an art exhibit.

But there's more. Now lunch is over, and Ms. Red, Ms. Green, Mr. Blue, and Mr. Yellow all return to work. They work together at a small corporation.

Ms. Red immediately gets on the phone. She needs to call several friends to tell them about the show, and of course she needs to call her artist friend to let him know how much she enjoyed his painting and how excited she is for him. While she is making her calls, Ms. Red learns four interesting bits of information that could affect future sales, and one rumor about a corporate takeover that could affect her industry.

Ms. Green has to put the finishing touches on a report by 4:30. Ordinarily she would have worked through her lunch to be sure to meet her deadline, but this outing had been scheduled a month ago. Because Ms. Green's time management skills are excellent, she has allowed time to go to the exhibit and still finish her report. As she works, it seems to her that Ms. Red should have something better to do than talk on the phone.


Excerpted from Emergenetics (R) by Geil Browning Copyright © 2005 by Geil Browning. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted April 4, 2008

    Not original and is too close to eugenics

    This book was sadly another Myers-Briggs test repackaged with a dangerous and alarming twist. Emergenetics uses colors instead of the letters that Myers-Briggs uses and is not very original. But what is disturbing is including the Nature vs. Nurture element to the book. Emergenetics says that people are partially predetermined to certain personality traits based on genetics. It is right there in the name. There is some scientific evidence both ways but it is a fine line to say that some people have certain personalities based on genes not their environment. Are some people genetically predetermined to be better at certain jobs? If so what does this book say about race, gender and so forth? Now this book does not cover a lot of what the nature vs. nurture argument is about, however it seems to me Emergenetics falls partly on the nature side. Such a sensitive and potentially volatile subject has been debated by experts and top psychologists for a long time. On the genetics extreme you have fascists and Nazis who say yes certain people are genetically superior to others. On the nurture side people believe that the environment someone is raised in and the experiences they have are all that matters. Emergenetics says it¿s a mix. I do not have a degree on this minefield of a subject so I looked into the Authors Company and background. She has a PHD for the University of Nebraska in Education and was a school principal, no psychology or genetics background at all that I can find. Her husband the Vice-President according to his bio has a degree in Geography and History on his way to law school. No one on the staff I could find has any degree in psychology or genetics. This book is just more of the same unoriginal buzz word bingo corporation¿s love. I doubt the people who have to attend trainings based on this stuff even tune in. I also think companies would be shocked to find out how little science backs up this book and about how this topic could quickly become about race.

    0 out of 1 people found this review helpful.

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