Emergenetics: Tap into the New Science of Success
  • Emergenetics: Tap into the New Science of Success
  • Emergenetics: Tap into the New Science of Success

Emergenetics: Tap into the New Science of Success

by Geil, PhD Browning PhD
     
 

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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

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Overview

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.”

Product Details

ISBN-13:
9780060585358
Publisher:
HarperCollins Publishers
Publication date:
12/27/2005
Pages:
352
Sales rank:
416,347
Product dimensions:
7.40(w) x 9.10(h) x 0.50(d)

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.

Continues...


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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What People are saying about this

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

Read More

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