Copyright Dr Kobus Neethling and Solutionsfinding (Pty) Ltd.

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Any referral to the content here within may only be made with proper recognition to the author thereof, Dr Kobus Neethling.

Solutionsfinding (Pty) Ltd, a company duly formed and registered in South Africa is part of the Kobus Neethling group of companies. It focuses
on the sales, distribution and management of products and instruments developed by the Kobus Neethling Group, through its own structures and
also establishes national and international agencies for the continued third party distribution and management of Kobus Neethling products and
instruments.

NBI™ and NBPP are registered Trademarks of the Kobus Neethling Group and Solutionsfinding (Pty) Ltd.

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd
The Whole Brain - past and present 2
Important information on the NBI™ 2
NBI™ Tool Map 3
NBI™ Four Quadrant summary 4
NBI™ Eight Dimensions - example profile 5

NBI™ Eight Dimensions summary 6

The Eight Dimensions of the brain 7
The Whole Brain in Action in COMMUNICATION 8
The Whole Brain in Action in BUSINESS 9
The Whole Brain in Action in the JOBS AND SKILLS INSTRUMENT 11
The Whole Brain in Action in LEADERSHIP 12

The Whole Brain in Action in TEACHING AND LEARNING 13

Learning and the Eight Dimensions 14
The Whole Brain in Action in CREATIVITY 15

The Whole Brain in Action in PARENTING 17

Parenting and the Eight Dimensions 18
The Whole Brain in Action in RELATIONSHIPS 19
Relationships and the Eight Dimensions 20
The Whole Brain in Action in SPORT 21
The Whole Brain in Action in A HEALTHY LIFESTYLE 22
Spotting the clues 23
Personal development ‘diets’ for the four quadrants 25

Understanding the NBI™- key points to remember 29

Comments from Clients of the Kobus Neethling Group 30
International References & Quotes 31
About the Author 31
About Whole Brain Thinking Pty Ltd 34

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd
 Hippocrates, who examined the brain during The NBI™ was developed after extensive
autopsies he performed, concluded “The brain of international research since 1980 on left/right brain
man is double”. It was in 400 BC that he made the functions, leading to the four-quadrant NBI™ profile.
connection that the loss of speech was connected Kobus Neethling under the research guidance of
with damage to the left side of the brain. Professor Paul Torrance of the University of Georgia
first developed the NBI™ for adults before applying
In 1864 a French surgeon named Paul Broca came similar methodologies to develop a number of
to the same conclusion after observing that patients other whole brain instruments. The most recent
with aphasia (loss of speech) had damage to the development has been the introduction of the
left-brain. 8-dimensions, providing even more insight into
thinking preferences and applications at work and at
In the 1960’s Philip Vogel and Joseph Bogen home.
performed their breakthrough split-brain surgery
on three epileptic patients. Roger Sperry (who The results of research on the NBI™ have been
received a Nobel Prize for this work in 1981) very significant and ongoing research at a number
with his colleagues Bogen, Vogel and Gazziniga of universities and institutes remains an essential
tested these patients and discovered that the two part of whole brain science.
hemispheres control vastly different aspects of
thought and action. They found the left (controlling Research documents can be seen at:
the right side of the body) is dominant for language www.wholebrainthinking.com.au
and speech and for analytical and logical thought,
while the right (controlling the left side of the body)
excels at visualising, holistic and unstructured tasks.
This breakthrough was followed by brain dominance
research by Ned Herrmann, Jaquelyn Wonder,
Priscilla Donovan, Beverly Moore and others.

In working with the NBI™ profiles it is important to or major life-style changes. These changes may
remember the following points: be temporary.
• No Brain Profile is good or bad, right or wrong. • It is possible to develop preferences and skills in
any quadrant.
• Some of the NBI™ profiles measure references,
some identify skills. It is important to note the • There are two main dimensions in each
distinction. quadrant.
• You may have skills in a quadrant with a low • The total NBI™ suite currently includes 16
preference score, or strong preferences in an different instruments with more applications on
area where you have not had the opportunity to the way. The full range is shown on the following
develop skills. page.
• A high score in a particular quadrant does not • The NBI™ brain profile gives an indication of how:
necessarily indicate equal preferences for all the • you communicate
processes of that quadrant. • you act towards other people
• you do business
• Your brain profile may change, but only if there
• you learn
are strong reasons for this to occur. This may
• you teach
occur over a long period of time because of
• content you would be in a certain career
changing interests, hobbies, environments and
• you solve problems
mentors. In rare cases changes occur over a
• you make decisions, etc.
short period of time because of significant events

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2 Copyright © 2005 : Whole Brain Thinking Pty Ltd
 Neethling Brain Instruments
The most comprehensive battery of whole brain profiling instruments in the world

SIGNATURE BUSINESS INSTRUMENTS EDUCATIONAL INSTRUMENTS

INSTRUMENTS • Leadership Instrument • Teacher/Trainer
Neethling Brain • Skills Instrument • Senior Student – College & University 17+
Instrument (NBI™) Adult • Job Instrument • Junior Student – 9 - 17 years

4 Quadrants • Creativity Style Instrument

SPORTS INSTRUMENTS
• Learning Instrument
Plus • Soccer
RELATIONSHIP INSTRUMENTS • Rugby
8 Dimensions
• Parenting Instrument • Rugby Referee
• Relationship Instrument • Rugby Skills
OTHER • Golf
• Personal Negativity Instrument • Tennis
• Cricket

Group Reports can be electronically generated Interpretive Comparisons can be drawn

for every type of profile to obtain: between different types of profiles, i.e.,
• Average for the group • Skills profile and Preference profile
• Dominance of individuals and group • Skills and Leadership
• Comparisons between subgroups • Skills and Job Instrument

Other Instruments - Additional Instruments, which go beyond brain profiling, include the organisational
wellness instrument and the organisational negativity instrument.

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 3
 The following summary of the key thinking processes associated with each of the four quadrants, should
give you a clear indication of the different brain preferences.

TOP LEFT (L1) TOP RIGHT (R1)

Focus Holistic/big picture
Essence Flexible
Precise Risk-taking
Accuracy Curious
Clinical Looking for alternatives
Factual memory Experimentation
Concrete Artistic
Mathematical/financial Speculation
Factual reasoning Imaginative
Performance-driven Strategic
Logic Simultaneous (doing many things at once)
Objective Fantasy
Diagnostic Visualising
Analysing (digging deeper) Synthesis (link ideas)
Quantitative Idea-intuition
Realistic Investigation
Important to do it right Integrating ideas
Critical Unstructured
Rational Preference for change

BOTTOM LEFT (L2) BOTTOM RIGHT (R2)

Organised/orderly Non-verbal cues
Punctual/time-conscious Touch
Planned Co-operation
Structured Sociable (one-on-one and in groups)
Step-by-step approach Take part
Steadfast Accessible
Sequential Approachable
Thorough Expressive
Security/safe-keeping Empathy
Detail Teamwork
Traditional People-focus
Drive/task-driven Responsive
Neat Receptive
Reliable Sensitive
Result-driven Support
People awareness
People perceptive
Involved
Playful
Respectful

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4 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 5
 Although you may have strong preferences in a certain quadrant, you may not have equally strong
preferences for all the processes associated with that quadrant. In fact, you may even find that you have
rather low or average preferences for some of the components of your so-called strong quadrant. Our
latest research has provided more insight into why this might be the case.

Each quadrant has at least two possible dimensions, and you may very well be strong in one and low in the
other, or of course quite balanced in each of the two divisions.

L1 – Realist L1 – Analyst R1 – Strategist R1 – Imagineer

Clarity Assess Visionary Inner voice
No distractions Monitor performance Future-connected Picture thinking
Predictions
Focused Dig deeper Aha
Change
Set goals Financial Daydream
Risk-taking
No mental clutter Clinical Fantasise
Big thinking
Define target Logical Experience the Doodle/scribble
Pros and cons Priorities unfamiliar Unsystematic
Simplicity Calculate Variety Unconventional
Clear guidelines Probing Design Clutter
Factual Examining Challenge status quo Zigzag thinking

L2 – Preserver L2 – Organiser R2 – Socialiser R2 – Empathiser

Well-proven Action Groups Encourage
Discipline Hands-on Sharing Assist
Order Plan Consensus Care
Time-conscious Systematic Networking Service-oriented
Methodical Supervise Co-operation Intuitive
Cautious Persevere Gatherings Hopeful
Loyalty Checklist Entertaining Reaching out
Experience Schedules Outgoing Sensitive
Stability To-do list Connecting Special attachments
Traditional Organise Sociable Nurturing

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6 Copyright © 2005 : Whole Brain Thinking Pty Ltd
The dimensions of the L1 quadrant The dimensions of the R1 quadrant
L1 – Realist L1 – Analyst R1 – Strategist R1 – Imagineer

If this is your strongest If this is your strongest If this is your strongest If this is your strongest
dimension, you would: dimension, you would: dimension, you would: dimension, you would:
• Like simplicity and clarity • Prefer to assess and • Like to see through other • Like to communicate with
• Prefer to insulate yourself monitor results and people’s eyes his/her inner voice
from distractions performance • Like to see how the future • Like to think in pictures
• Like to keep your mind on • Like to dig deeper to connects with the past • Prefer the aha moment,
• Prefer to think about big the ‘intuitive flash’ to
specific tasks and understand the essence
things while doing small elaborate approaches
outcomes • Like to be involved in
things • Like to daydream and
• Like to focus on important matters of finance and
• Love to move into fantasise
matters investment
uncharted and unfamiliar • Like to use metaphors,
• Prefer clear guidelines and • Like to reason rationally territory images and doodles to
directions • Like to solve problems • Prefer to gain insights describe experiences
• Like ideas that have clinically and thoroughly from a variety of ideas and • Like to be unorthodox and
concrete value • Prefer to identify priorities experiences non-conformist when
• Give preference to factual clearly • Like to break new ground, dealing with new projects
points of view • Like to calculate, examine to be part of change and • Be comfortable in
• Prefer to think through the and measure transformation circumstances where
pros and cons • Like to get to certainty by • Like to take risks and to there is some disorder and
probing and examining challenge the status quo clutter
• Like to make forecasts and • Like to connect ideas to
make predictions create something different
and new

The dimensions of the L2 quadrant The dimensions of the R2 quadrant

L2 – Preserver L2 – Organiser R2 – Socialiser R2 – Empathiser

If this is your strongest If this is your strongest If this is your strongest If this is your strongest
dimension, you would: dimension, you would: dimension, you would: dimension, you would:
• Like to follow well-proven • Like to put things into • Prefer to mingle with • Like to reach out to people
methods and practices action people • Like to encourage and
• Prefer disciplined and • Prefer hands-on • Like to work in groups and cheer people on
orderly environments experience share ideas with others • Like to assist, help and put
• Prefer circumstances • Like to organise, plan and • Prefer consensus before others first
where traditions, loyalty arrange deciding • Like to add value to the
and rules are respected • Like to supervise • Like to entertain lives of others
• Like people to be time- procedures and practices • Prefer to co-operate and • Prefer to work in a service
conscious • Prefer to have a to-do list reach an understanding environment
• Work in a methodical and • Prefer to follow an orderly • Prefer person to person • Depend on intuition when
cautious way approach communication, gatherings making decisions about
• Give high preference to • Persevere with details and get-togethers people
experience • Like to work according to a • Be outgoing, sociable and • Appreciate the sentiment
• Prefer stability and fixed schedule eager to meet new people and mood of things
steadfastness • Like to bring people • Form attachments to a few
• Like to work with effective together special people (or animals)
and well-skilled colleagues

Remember:
• You may be far stronger in one dimension of a quadrant than in another.
• You might be balanced between the two dimensions of a quadrant.
• There are no ‘right’ or ‘wrong’ profiles!

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 7
 One of the key elements of a successful relationship is communication. This holds just as true in business
as it does in the family or any social setting.

How can we use our insight into the thinking preferences to understand and accommodate different
communication styles?

L1 R1
WHAT? WHY?
Realist Analyst Strategist Imagineer
• Accurate • Valid • Strategic • Unconventional
• Coherent • Calculating • Forecasting • Imagining
• Clear • Sensible • Challenging • Intuitive
• Realistic • Probing • Questions • Metaphors/images
• Focused • Questioning • Visionary • Meditative
• Synthesising • Fantasising

L2 R2
HOW? WHO?
Preserver Organiser Socialiser Empathiser
• Disciplined • Systematic • Sharing • Kind
• Prepared • Arranged • Encouraging • Understanding
• Controlled • Organised • Appreciative • Sensitive
• Correct • Detailed • Passionate • Sympathetic
• Cautious • Planned • Tolerant • Caring
• Methodical • Orderly

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8 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Although many of the topics we have already discussed are directly linked to business and form important
parts in the successful running of any organisation (communication, creativity etc.), we now look specifically
at the whole brain in action in business.

1. Problem Solving

L1 R1

Analyses the facts Solves problems in an intuitive way

Wants things to be correct Sees the big picture
Sees the facts clearly (no emotion) Visualises the facts
Gathers all information Full of ideas and stimulating suggestions
Has a neutral stance Sees opportunity and likes to speculate
Sees problems rationally Likes alternatives
Deals with facts in a logical way Often has new and innovative ideas
Focuses on preciseness/exactness Likes to take risks
Keeps an eye on the future

L2 R2

Organises/arranges facts (in categories, according Suggestions often emotional

to plan) Has an intuitive feel for people involved
Deals with facts chronologically Values are important
Checks the facts Negative emotions may limit acceptance of new
Can be critical of ideas ideas
Finds faults and weaknesses in ideas of others Usually eager to share ideas
Seeks detail and elaborations Often brings new insight to ideas
Practical aspects important Enthusiastic about ideas
Prefers tried and tested methods Human aspects are fundamental

Notes:

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 9
 2. Whole Brain Strategising

L1 R1

Bottom line Intuition

Research based on facts, analysis Straight to conclusion
Time-management Speculation
Quick decisions Risks
Want to learn Informal process
Observation rather than intuition Visioning
Doing it my way Entrepreneurial perspective – the big picture
Enforce decisions Suggestive, Imaging, Provocative
Little emotion, rational Can lose interest
Fun options

L2 R2

Organise facts/data Socially considerate

Evaluate all angles Values
Find the faults Eager to share info
Validate Relies on feelings over facts
Practical questions Instinctive
Thorough planning Comfortable process
‘Look before you leap’ Group dynamics
Minimise risks Positive feedback
Timely & effective implementation Negative emotions may limit acceptance of new
Back-ups ideas
Gaining acceptance, buy-in from others

Notes:

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10 Copyright © 2005 : Whole Brain Thinking Pty Ltd
This instrument identifies an individual’s skills. You may have acquired skills in a particular area that is not
really indicative of your brain preference or you may have a very strong preference in one area, but have
never had the opportunity to develop the corresponding skills.

The skills instrument determines in what quadrant of the brain your strongest skills reside.

When combined with the NBI™ preference profile a clearer picture emerges – showing not only where the
individual SKILLS lie, but also what the individual will ENJOY.

From an organisational perspective the skills and preference profiles can also be compared with a JOB
PROFILE. The job profile can be completed in the same way as the skills profile by those keen to select
or promote the best individual for the job. For example, the HR manager, the manager of the vacancy and
maybe two or three successful incumbents can complete the job profile and compare the results in a focus
group discussion. By matching the JOB profile with each applicant’s SKILLS and PREFERENCE profile a
more effective selection decision can be made.

Where job, skills and personal preference profiles are similar the indications are that the individual will be
both competent and happy in the job.

Where there is less of a match, the applicant could still be considered a good choice if the ‘gaps’ are skill
components which can easily be developed.

Short summary of this profile:

• Prefers people, interaction,

communication, feelings

• Is comfortable with change, new

concepts, ideas, experimenting and
innovation

• Can be both people and future-oriented

Occupational fields:

• Manager or owner of hotel, guest house, restaurant

• Marketing (produce new marketing initiatives for ideas, products, services e.g. advertisements,
videos, photo series, theatre shows.)
• Tourism (provide new places to visit, experiences, entertainment, fun, rendering of service,
caring, communication, atmosphere, empathy)
• Education (present courses in design, creative arts, psychology, motivation and languages,
course and curriculum design for the 21st century)
• Medical (children, plastic surgery), music/art therapy

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 11
 We are told we should lead by example. That is generally good advice, unless of course that example is
inflexible, one-sided and intolerant. The future leader will need to be a whole brain leader, a leader that
understands the different thinking preferences of his team and leads individuals in a way that would inspire
them. The starting point of this challenging (but exciting) journey is understanding your own leadership style
and how this might impact on those you lead.

L1 – Realist L1 – Analyst R1 – Strategist R1 – Imagineer

• You have an authoritative • Doing it ‘right’ is more • You support new ideas and • Your style of leadership is
leadership style. important to you than doing it encourage alternative ways of probably more informal and
• You tend to stand firm on together. doing things. sometimes playful.
issues and prefer to have the • You like to investigate • You will not cling to previous • You are not very traditional
last say. problems thoroughly before decisions and procedures. and will be open-minded
• You are a focused leader, who taking steps. • You may take risks when you enough to listen to new
may be seen as ‘distant’ by • Your leadership is strongly believe in an idea. suggestions.
some. influenced by the bottom line. • You are a visionary leader and • Dreaming up new schemes,
• Because you have clear • You keep tabs on performance future positioning is important etc. (not planning!) is a strong
goals in mind, you may appear and monitor and assess to you. facet of your leadership.
inflexible. results. • You like strategy sessions, but • You are probably comfortable
• You are decisive and others • You like to ‘get to the bottom’ may become irritated with the sharing authority and not
know exactly where they stand of things, identify priorities details. strong on following rules and
with you. and work with certainties conventions.
rather than assumptions. • You leadership style will
be shaped by ‘intuitive
flashes’ rather than elaborate
approaches.

L2 – Preserver L2 – Organiser R2 – Socialiser R2 – Empathiser

• You prefer to lead by following • You set a high standard as far • You are a team-focused • You value the person above
well-proven methods and as planning and productivity leader. the task.
practices. are concerned. • You like to communicate with • You try to motivate, encourage
• You insist on punctuality and • You do not tolerate a deviation your team. and inspire your team.
diligence. from procedure. • You encourage feedback from • You willingly lend assistance
• You give high preference to • You insist that rules and your team and like to reach where it is needed.
experienced and well skilled regulations be adhered to. consensus. • You have an open-door policy
employees. • You can be described as an • You involve others in decision and interact with your team
• You prefer to take the route ‘action up front’ type of leader making and are seen as members in a personal way.
of caution and won’t take risks – you insist on results. approachable. • You are sensitive to
easily. • You are a ‘checklist’ leader • Organising social events atmosphere and mood
• You may place more who involves him/herself and gatherings is part of your changes and would act on
importance on the task than in the supervision and leadership style. these.
on the person. evaluation of tasks.

Of course you may have preferences in more than one dimension and would have to combine the
descriptions in that case.

Remember: It is likely that some of your team members do not share your preferences. The successful
leader is the person that can lead and manage others according to their particular preferences at all times.
Talking the language of the listener is the ideal whole brain approach for all leaders.

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
12 Copyright © 2005 : Whole Brain Thinking Pty Ltd
To apply the whole brain successfully in business, parenting and all other aspects of life, we need to lay the
foundation in our teaching and training. Teachers, trainers and learners need to understand the meaning
and impact of whole brain teaching, learning and personal development.

L1 R1

Teaching: textbook, precise instructions, logical Teaching: holistic view, spontaneous

arguments, opportunity to analyse, discuss participation, visual, associate contents with past/
technical aspects. future, fun, experimentation, new concepts.
Learning: at desk, supplies handy summaries, Learning: sits/lies - seldom at desk, diagrams,
research. learning games, tries new methods, rarely
Environment: neat, info available, blackboard timetable, mind wanders.
work accurate, quiet. Environment: colourful, challenging info,
humorous exhibitions, artistic, changing.

L2 R2

Teaching: textbook, chronological & well-planned Teaching: group work, movement, music,
lessons, clear instructions, repetition, clear lesson associate contents with personal experiences,
objectives, formal lessons. show emotions, acting as teacher.
Learning: amongst people, emotional about
Learning: at desk, detailed summaries, practices
contents, music, talks loud to memorise, non-
subject-matter, practical application, timetable for
verbal communication, role play.
studying.
Environment: room for movement, music,
Environment: programs etc. handy, detailed
person-oriented, exhibitions, friendly, colourful,
blackboard work. comfortable.

Notes:

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 13
 Everyone needs to understand the meaning and impact of whole brain teaching and learning. Get started
by determining your own or your child’s learning style. Again, you may have strong preferences in more
than one dimension and will have to combine the descriptions.

L1 – Realist L1 – Analyst R1 – Strategist R1 – Imagineer

• You find it easy to focus for • You like to do research • You find new and • Timetables and planning
a stretch at a time. when studying. experimental work a your studies are not
• You prefer to study alone • Dealing with facts, figures challenge. favourites!
and in quiet surroundings. and concrete issues are • You get bored easily with • You find it difficult to focus
• You set yourself achievable your favourite subjects. repetition. on one subject for any
goals while studying. • You are constantly jotting • You prefer studies that length of time.
• You like to have clear down notes as you dig have future value and that • Diagrams and visual aids
guidelines to study to. deeper into information. fit into your vision. suit your learning style
• You make short, clear • You are always analysing • You question content better than summaries.
summaries when studying. content. regularly. • You prefer to do your work
• You do not accept all • You like to use information in an informal way and
information and can be to make future predictions. environment.
critical of content. • You prefer unstructured
and unconventional
subjects.

L2 – Preserver L2 – Organiser R2 – Socialiser R2 – Empathiser

• You are disciplined when it • You prefer to work • You often prefer to study in • You learn best if you find
comes to studying. according to timetable. the company of others. meaning in the subject.
• You repeat content until • Your surroundings need to • You talk out loud when • You prefer those subjects
you feel secure in your be orderly and organised. memorising. that will develop you as a
knowledge. • You probably make clear • You like to ‘talk it through’ person.
• You probably make and orderly summaries. with others when dealing • Connecting content with
extensive summaries. • You enjoy any practical, with challenging work. life experiences help you
• You prefer clear and hands-on learning. • Group projects are a understand and remember
precise instructions. • You prefer to follow a step favourite. facts.
• You study best in quiet, by step approach when • Your emotions often • Atmosphere influences
stable environment. studying. influence your attitude your ability to study. You
towards your studies. like studying in groups if
you feel you can add value
to others.

Remember: Sometimes you will have to develop skills in your weaker dimensions in order to be an effective
student!

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14 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Creativity can be found in all four of the brain quadrants.
1. Exercises to develop your whole brain creativity:

L1 R1

Ask: What? (do I need, must I know, must I do) Ask: Why? (is this important, do I need to
Change problems to challenges make this work)
Dig deeper into the situation Eat an exotic dish
Do not judge ideas (stay open) Rearrange your furniture
Learn a new computer program Arrange a surprise outing
Watch a movie and rank the characters for impact Make a crazy idea work
Write a comprehensive financial plan now Use your next film to photograph ‘weird’ things
Play a musical instrument

L2 R2

Ask: How? (will I deal with this, plan my action steps) Ask: Who? (is involved)
Try a new route to work or into town Put candles on the table
Revamp your filing system Arrange a picnic
Change impractical ideas into practical solutions Think of new family games
Make lists (shopping, gifts, and a few unique ones) Hug!
Alphabetise your bookshelves Share your sentiments with someone
Catalogue your CD collection Listen to music and draw what you visualise
Design your own greeting messages

2. Whole Brain Creative Study Methods:

L1 R1

Summarise Mind mapping

Analyse Visualising
Identify Specific Outcomes Study games
Unorthodox approaches
No Timetable

L2 R2

Categorise Verbalise
Repeat Create stories
Make Timetables Discuss with others
Maintain orderly workplace Study with people
Study with music

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 15
 3. Whole Brain Creativity Techniques

There are hundreds of creative thinking tools and techniques to choose from – just have a look
on the internet!

Here are some examples:

L1 R1

Attribute Listing Picture Stimulation

Card Roundabout The Mad Hatter
Morphological Analysis Fantastic Reality
Fact Finding Technique Pot Luck Basket
Probing the Essence Balloon Ideas

L2 R2

Scamper Role Reversal

Matrixing Sensing
Idea Listing Semantic Intuition
Time Structure Technique Nature Walks
Blindfold Communication

Notes:

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16 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Communication and parenting are intimately interwoven. Understanding the child’s unique preferences
is therefore essential for successful parenting. This parent’s profile shows that preferences lie in the
bottom hemisphere of the brain. You therefore have strong preferences for detail, structure and systematic
arrangement (L2), as well as for ‘people’ sensitivity and interaction (R2).”

The following points might apply to this parent:

“Although you show strong preferences for several of the

thinking processes of these two quadrants, it does not
necessarily mean that you have strong, or equally strong,
preferences for all the processes. Therefore some of the
following descriptions may not be completely accurate in
all cases.”

• You are the parent who can be described as the

obedient servant! You definitely do and give a great
deal for your child.

• You like to caress and pamper your child, but also

to put words into action. Your house is neat
and organised and you also try to teach your child
this important lesson. On the other hand you tidy up
yourself if he is lax.

• You believe in routine and encourage your child to eat and take a bath at set times.

• You do not take kindly to your arrangements being upset because your child (or her school) is
disorganised.

• If there is something wrong with your child, you will not stop questioning and nagging until you
get to the bottom of the problem.

• You like to participate in your child’s games, provided there is order in the game, the ‘right’
steps are followed and things are put away neatly afterwards.

• Your child sometimes becomes irritated because you focus a lot on the little things (room tidy
and clean, neat appearance, punctuality).

• You have strict rules of conduct for your child and can become very upset and emotional if
these are broken, because you do so much for your family!

• Because you are not always flexible and prefer the traditional, you may often oppose changes
in you child’s life. It may even make you fearful and anxious.
(Extract from ‘Very Smart Parents’ by Kobus Neethling)

• What child profile might work well for this parent? Why?

• Which child profile might give rise to potential issues? Why?

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 17
 Although parenting is probably the most important and difficult job we ever have to do, there is very
little training and guidance available. One of the biggest challenges for any parent is creating a good
relationship with a child that is very different from you! Try to recognise your style when studying the
following and compare that with your child’s brain preferences.

L1 – Realist L1 – Analyst R1 – Strategist R1 – Imagineer

• You follow the rational • You insist on your child • You take your child’s • You are probably not the
approach and do not often performing well and would opinions and ideas into ‘traditional’ parent.
allow for emotions. monitor performance account. • You like to do things with
• You have strict rules that closely. • You encourage a variety of your child on the spur of
have to be adhered to • Your child’s future financial interests. the moment.
(there is a ‘right’ and security is a priority. • You are usually open • You sometimes
‘wrong’). • You may be quite critical of to your child ‘trying out’ forget important details
• You do not like your your child’s mistakes. something new. (appointments, dates, etc.)
authority challenged. • You will insist on thorough • Dreaming of the future is • You like to surprise your
• You insist on your child explanations for behaviour. a favourite pastime when child.
focusing on the task at • You will put a strong talking to your child. • Fantasy is an important
hand. emphasis on your child • You are probably not a facet of your relationship
• You tend to be the decision understanding priorities. stickler for rules. with your child.
maker – have the final • You like to share way-out
word. ideas with your child.

L2 – Preserver L2 – Organiser R2 – Socialiser R2 – Empathiser

• Good behaviour and • You tend to organise your • You share most hings with • You like to encourage and
discipline are high child’s life. your child and expect the cheer on your child.
priorities. • You run your household same back. • Your child’s happiness
• You do not tolerate to a strict schedule and • You sometimes react in an and well-being are more
untidiness. a disruptive child is not overly emotional way – to important to you than
• You insist on strict routines tolerated. regret it later! performance.
to keep the household • You set clear rules and • You encourage group • You are very sensitive to
running smoothly. ensure that these are activities and want your your child’s moods.
• You are very safety followed. child to be a ‘joiner’. • You would encourage
conscious and may even • You tend to sacrifice a • You involve your child in activities that will develop
be overprotective. great deal for your decision making. your child as a person.
• Because you are child – so where is the • You are a loving and • You may regard your
traditional, a child who appreciation? affectionate parent. child’s ‘failures’ or
experiments with new • You run a tight ship and disobedience as a
trends may give you a your child knows that personal failure or attack.
pounding headache! punctuality, neatness
and thoroughness are
extremely important.

You may have strong preferences in more than one dimension? In that case, just combine the descriptions!
Remember:
You may have a different profile to your child. Your challenge would be to parent your child according to
his/her preferences as far as possible. You may also have different preferences to your spouse. In this
case you need to develop tolerance and together gain insight into the best way to work together as a
couple and to parent your child at the same time.

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18 Copyright © 2005 : Whole Brain Thinking Pty Ltd
 Profile A Profile B

Two very different profiles – what would happen if these two people were in a relationship? Some might
think it would be potentially difficult, but that does not have to be the case. Tolerance and understanding
have to form the foundation for this couple.

Because A in this relationship is finicky and wants things to be planned in detail and B is just the opposite,
B’s impulsiveness and A’s attention to detail and planning can lead to irritations in the relationship.

B is lovable and emotional and expects the same from A who has better control over her/his emotions and
may appear to be cool and aloof at times.

B enjoys trying out something new, would like to visit new places and try new dishes, while A prefers the
tried and trusted.

B is more emotional and likes to talk things through - A seldom feels the need to ‘talk about us’. To tell the
truth, A very seldom realises that something is wrong and needs to be talked about! This makes B feel that
A is rather insensitive.

B prefers romantic, unusual and impulsive gifts, whereas A likes practical, useful and technologically
advanced gifts.

A often asks, “How much did this cost”? And B will reply, “Who cares - as long as it makes you happy.”

Because A is a realist and B an idealist, their views on the future of their relationship often differ.
B might feel the relationship with A is getting boring; he/she is becoming restless because the relationship
lacks variety and excitement.

Ideas about ‘a good night out’ could be vastly different. B is intuitive, senses the atmosphere, knows
instinctively that something is amiss and is sensitive to the changing mood of his/her partner. A on the
other hand, feels B is too sensitive and senses things which don’t exist.

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 19
 Many relationships are fragile at best. We lack tolerance towards differences, we think ‘we are always right’,
we do not understand that others can think and act differently to us in similar circumstances. Understanding
your and your partner’s brain preferences and how these impact on your relationship will go a long way
towards growing understanding, tolerance and excitement instead of criticism and the constant battle of
trying to change others to be more like you!
Discover your own and your loved one’s relationship thinking style and wait for the aha’s!

L1 – Realist L1 – Analyst R1 – Strategist R1 – Imagineer

• You have a clear-headed • You prefer logic over • You are full of surprises • You spice up your love life
approach to relationships. sentiment. and like to be surprised in through fantasy.
• No falling head over heals • You analyse problems return. • You may get into trouble
in love for you. instead of reacting in • You may seam to neglect forgetting important de-
• You are clear on what emotional ways. your relationships at times tails.
is ‘right’ and ‘wrong’ in a • You dig deeper into because you are busy with • You often plan outings on
relationship. problems (and may be many different projects. the spur of the moment.
• You need to know exactly seen as cold and distant). • You like to experiment in • You show your affection
where the relationship is • Financial security comes your relationship. spontaneously.
heading. before romantic gifts. • The future of your relation • You often daydream about
• You prove your love in • You can be critical of your ship is very important. your relationship and
concrete ways. partner’s behaviour. • You may sometimes sail about love in general.
close to the wind and find
excitement in being daring.

L2 – Preserver L2 – Organiser R2 – Socialiser R2 – Empathiser

• You will consider • You like to organise • You are affectionate and • You are sensitive to your
the advantages and the outings etc. in your don’t hide your emotions. partner’s needs and
disadvantages of a new relationship. • You can be a passionate moods.
relationship. • You are the ‘long suffering’ and enthusiastic lover. • You like to ‘look after’ your
• You prefer stable, long partner who perseveres • Socialising with friends is loved one.
lasting relationships. through the tough times. an important part of your • You are sensitive and
• You treasure loyalty in • You show your love in very relationship. easily hurt by your
your partner. practical ways. • You share your feelings partner’s behaviour.
• Traditions regarding • You like ‘to do’ things for and ideas openly. • You are sensitive to
relationships are your partner. • You wear your heart on atmosphere and affected
important. • You don’t like surprises. your sleeve! by it.
• You would not be likely to • You like quiet and intimate
‘break the rules’. moments with your
partner.

Recognise yourself anywhere? You may of course have a profile that shows strong preferences in more
than dimension and would therefore have to combine the descriptions.

Remember:
You and your partner may have different brain preferences – the challenge is to be tolerant and to find ways
to accommodate your loved one.

Also remember that even though you may have very similar profiles it does NOT mean you will agree on
everything!

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20 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Because the Brain Profile gives us a glimpse into the soul of each person, there is hardly a field or area of
life that cannot be enhanced by the understanding of the preferences of each role player. Sport is one such
field where the successful use of the NBI™ has been proven over and over again.
For example let’s have a look at the Rugby Union player:

L1 R1

Focused: the ability to apply the mind to the game Individualism

Keeps to the essence of each moment Creative play when drilled-in patterns fail
Thinks correctly, logically Handles situations in unique way
Does not make mistakes Creates patterns of play to suit circumstances
Remembers to apply what has been taught in Sees the bigger picture intuitively
training
Correct application of skills (kicking, scrumming,
line-out work)
Automatic application of techniques as taught

L2 R2

Discipline (regular attendance, punctuality) Spontaneous group cohesion

Drilling in of specific steps, procedures Re-group automatically
Development of fixed patterns Re-grouping arises from intuition (not drilled-in
Consistency (danger of lacking variation and tactics)
becoming predictable) Individual passion
Enthusiasm that keeps the energy level up
Able to handle emotions
Able to handle conflict/moments of crises during
game

(Extract from ‘Creative Rugby’ by Kobus Neethling & Naas Botha)

Notes:

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 21
 There is hardly an area of our lives where the whole brain does not have a role to play. Sport and living
a healthy life go hand in hand. Ever wondered why you don’t stick to a diet or exercise programme? The
whole brain approach is probably what you need!

Example: Starting a new diet and a healthy eating strategy.

L1 R1

Study the information meticulously analytically Fantasise about your perfect body
Weigh / measure Strategy in place to reach your goal
Work out desired weight loss Diets must be interesting
Insist on scientific accuracy Not too detailed
(Pitfall: enthusiasm and passion are lacking, Must offer various options
too critical if things don’t work out as planned, (Pitfall: gets bored with the diet, measuring out
realistic view of yourself rejects the ‘dream body’ portions, weighing gets on your nerves, convince
you badly want) yourself you don’t really need the diet)

L2 R2

Plan your diet carefully Start enthusiastically

Work out detail for every meal Tell others about it
Keep record of weight Try to involve others to join you
Rigidly committed (Pitfall: food is your comfort and now you feel
(Pitfall: so rigid, feels it interferes with your ‘normal miserable, food is your reward so you become
life’, irritate others with your nitpicking, change is despondent easily, feel irritated, depressed
too drastic to persevere) because you are deprived of your normal treats)

(Extract from ‘Talk to your Food’ by Kobus Neethling and Raché Rutherford)
Notes:

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22 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Your personal NBI™ profile has shown you how YOU prefer to think.
What clues do other people leave behind? Is it possible to read someone’s mind? Can we really “get
inside their heads” to see what they are thinking? Well, in the truest sense of the word probably not. But
we can certainly create a very close approximation of a person’s NBI™ profile by looking and listening and
asking the right questions.
So just for a moment, let’s imagine all this is possible. What would be the advantages in knowing someone
else’s profile?
What if they were your boss?
....Your customer?
....Your staff members?
....Your partner?
....Your children?
Let’s start with a person’s wallet, or perhaps their handbag. What will it be like?

Where else might we look for clues to thinking preferences?

• The language people typically use
• How they dress
• Their office environment
• Their profession
• How they take notes at a meeting
• Their body language, posture and gestures

Use the worksheet on the following page to help identify the clues that you need to draw an approximation
of their profile. After you meet them again, refine your judgments and re-draw the profile. If this is your
client, your boss or any ‘’significant other” you will gain a much greater insight into how you might develop a
better working relationship.

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 23
 The person: ……………………..............……….….... Date: ……………………......................…

Relationship: ……………………………...................... Others involved?: …....……........……….

L1 R1

L2 R2

BEFORE AFTER

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24 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Are you wondering what it’s like in some of the other quadrants? Would you like to take a journey into
another part of your brain to try it out? See what it feels like? The following ‘diets’ have been designed to
help you experience the feelings associated with typical behaviour in other quadrants. You never know
– you might actually like it over there! And in any case, at least you will be able to experience some of what
happens in the brains of those around you!

L1
1. Be a politician – give a three minute speech on why people should vote for you or on
three things that you have achieved for the local community – in factual terms of
course!
2. Minimalise your office. Be functional: Have only 1 picture – provided it has a reason
for being there, no papers, no ornaments, no personal possessions other than those
showing achievements etc.
3. Clean out your purse and wallet, organise and keep only the essentials for one week
4. Become a ‘Selling your house’ consultant – change 10 things to ready your home to
be sold. Evaluate the potential increase in sales price as a result.
5. You are at a sales meeting. You have 5 minutes. State and support 5 reasons
to introduce whole brain thinking in the company and state how you will measure
performance.
6. Prepare an Executive Summary of YOU!
• Who you are (100 words or less)
• What you’ve done
• What you can do to improve someone else
7. Give a poor performing employee an evaluation
• With no eye contact
• Little explanation
• List of items to improve upon
• Give them the consequences of not improving!
8. Don’t speak over lunch or coffee – no eye contact, or conversation, but do something
productive (read paper, make calls, etc.)
9. Read the Financial Times or Financial Review. Choose 5 shares and plot their progress over
6 weeks. If you make a net gain, buy one of the shares!

Notes:

Copyright © 2000 : Dr Kobus Neethling & Solutionsfinding (Pty) Ltd. Neethling Brain Instruments (NBI™)
Copyright © 2005 : Whole Brain Thinking Pty Ltd 25
 L2
1. Plan a party from start to finish
• Develop timeline and conduct appropriate research
• Select guests and plan invitation process (rsvp, dress code, theme, etc.)
• Menu – food and drinks
• Determine food and drink ratios (per person)
• Decorations, floral arrangements, favors and music
• Guest seating
• Clean up schedule
2. Wear a pedometer for a month – plot how many steps you walk each day and enter
onto an Excel spreadsheet. Draw 4 different charts and choose one that gives the
best detail
3. Bake a chocolate soufflé
4. Keep a food journal – record calorie intake and weight for 4 weeks
5. Choose your outfits the night before. Ensure matching everything and no creases,
stains etc.
6. Read manuals for new products and send in product registration & warranty.
Send also a recommendation to improve the clarity of the instructions
7. When you next attend a training course
• Read training materials ahead of time
• Take detailed notes
• Go with questions beforehand
• Closely follow instructions of leader
• Each night import participant contact information into palm pilot or similar
8. Create a filing system and process for paying, recording, and archiving your bills and
records
9. Create a regular schedule for computer updates and maintenance for your personal
computer. Be sure to include: data back up, virus scan, spam killer, and unused file
deletion
10. Create and follow a long-term training schedule for an endurance event like a
marathon

Notes:

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26 Copyright © 2005 : Whole Brain Thinking Pty Ltd
 R1
1. List ten things that you can use a paper clip for

2. Given a pile of paper clips, build something

3. In small groups using 200 dominos, create something that moves

4. Introduce the idea and play Charades at your next gathering of friends

5. Play a word association exercise which results in a story telling exercise, ie. after 10
words make up a story a sentence at a time with a group of colleagues or friends

6. Choose a new restaurant to go to by random selection, eg. Go to a location where

there are a number of restaurants and enter the 5th restaurant on the left! Choose items 5,
15, 25 & 35 from the menu. Choose a drink you have never had before!

7. Create three different mind maps eg. describe your life in the year 2030

8. Discuss with others: If you could change the outcome of one historical event, what
would it be & why? What impact would this have on the world or your life today?

9. Stare at the clouds and create a story using the shapes and pictures that you see

Notes:

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 27
 R2
1. Introduce yourself to 5 new people today

2. Show up to a public place in a quirky costume

3. Volunteer to hold babies in the nursery of a local hospital

4. Design a spontaneous getaway for a loved one

5. Tell a person something that you appreciate about them in a conversation

6. Choose 5 people at work and find out what is most important to them in life

7. Identify a group that you know little about/have bias towards and spend a day in their
community

8. Invite your work team to a beach party on a workday

9. Live one week without organising tools

10. Create a group discussion about the ways in which your work environment has
influenced you and how you have influenced your work environment, and why?

11. Describe the course of your day only using emotions

Notes:

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28 Copyright © 2005 : Whole Brain Thinking Pty Ltd
 • It is important to remember that most of the NBI™ brain profiles are an indication of thinking
preferences. Thinking Preferences should not be seen as good or bad, right or wrong.
Thinking Preferences indicate the thinking styles an individual would most prefer if he/she had the
choice and opportunity.

• Most of the NBI™ profiles therefore measure the thinking preferences but not necessarily the
skills of an individual. These may of course be similar. Personal skills should be measured using the
NBI™ skills or job profiles.

• Individuals could therefore have a low preference score for a quadrant, but may have acquired
strong skills there. On the other hand strong preferences do not automatically imply strong skills as
well.

• A high score in a quadrant may indicate strong preferences for some of the processes and
dimensions of that quadrant but not necessarily all of them. The new NBI™ 8 dimensions profile splits
each quadrant into two dimensions. People with identical strong preference scores (eg. > 100) could
have very different dimension scores in that quadrant.

• In some cases, thinking preference profiles can change. This may occur over a long period
of time because of changing interests, hobbies, environments and mentors. In rare cases changes
may occur over a shorter period of time because of traumatic events or major life changes. These
profile changes may be temporary.

• We are born with roughly 20-30% of preferences, while 70-80% develop through social and
environmental interaction.

• Thinking Preferences in low-scoring quadrants may be developed where a desire to do

so exists. This can be achieved through creative whole brain exercises. It is possible that only skill or
behaviours will be developed in these quadrants, but in some cases preferences can grow when the
skill is enhanced and when that experience is seen as enjoyable by the individual.

• It is not just the thinking preference that is important, but where that preference is viewed from
is also very significant. For example, one L1 person viewing another L1 dominant person would see a
very different picture from that seen by, say, an R2 dominant person.

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 29
 COMMENTS FROM CLIENTS OF THE KOBUS NEETHLING GROUP
Avroy Shlain (Large Cosmetic Company)
It was not long after implementing The Kobus Neethling Whole Brain Programmes when we started to
experience positive results on many fronts. Our sales people were able to communicate remarkably better
with our clients; we all understood the needs of our clients so much clearer and the ability to use our whole
brain in problem solving changed everything for us. Six months after implementing the KN programme our
profits rose by 54 percent.
(Marinda le Roux; Regional Manager: Avroy Shlain)

O’Keeffe & Swartz (Tele-Marketing Company)

This was the best training we have ever received. The results were immediate. The focus was on finding
solutions and to move away from a problem oriented organisation and this worked for us. Our profits went
way above our expectations; we are opening new offices all over and there are just no limits anymore.
There is an aliveness amongst all our employees and the clients are now more positive towards us than
ever before. We are keeping our association with Kobus Neethling. We have the policy in our company that
every employee must attend the Kobus Neethling Creativity Training Programmes.
(Shaun O’Keeffe: Director)

COMMENTS FROM CLIENTS OF WHOLE BRAIN THINKING

Telstra (Leading telecommunications and information services company)
We recently administered the Neethling Brain Preference Profiles (NBPP) to a group of top-talent staff
being trained as facilitators. The results of the tool helped the participants in two important ways; first,
to learn how their preferences impact their likely styles of facilitation, and second, to focus on possible
development opportunities to strengthen their effectiveness as a facilitator. In addition, the participants also
learned to recognise preferences in others and how others’ preferences might influence a facilitator’s style
and strategies.
As a manager, the key benefit of this tool for me is that it was both quick for the staff to complete as well as
being simple for everyone to understand. I recommend this tool to others, particularly in situations where it
is important for people to quickly understand thinking preference differences and to appreciate the various
strengths that all styles can contribute.”
(Robynne Tongue; Manager Learning and Development TTIP Regulatory, Corporate & Human Relations)

Living Change
(Neuro Linguistic Programming & workplace communications training company)
Having worked in the area of training and development for over 10 years now and having utilised many
different profiling tools, I have found the Neethling Brain Preference Profiles (NBPP) to be one of the most
practical for allowing people to make immediate shifts in their understanding and acceptance of others.
At livingchange we specialise in Neuro Linguistic Programming training. We have found that the Neethling
Brain Preference Profile (NBPP) is the most complementary tool for allowing people an understanding
of their own patterns of thinking and preferences. We utilise the NBPP to begin the majority of our
workshops, because it is not only fun and interactive, but it is simple enough for people to understand why
they ‘click’ with some people and not others. It then allows us to apply quickly how to adapt one’s own
behaviour when dealing with diversity in thinking. This helps us to begin immediately utilising the Neuro
Linguistic Programming tools to show how people can make changes which enhance relationships and
communication.
(Kathy McKenzie, Director)

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30 Copyright © 2005 : Whole Brain Thinking Pty Ltd
Dr Kobus Neethling is an award-winning, internationally renowned speaker in the field of creativity. He was
included in the 500 Leaders of Influence by the American Biographical Institute and holds six degrees,
including two Masters Degrees, a Doctorate and a Post Doctorate on the Identification and Development of
Creative Behaviour.

Dr Neethling received the Official Award of the World Institute of Achievement for Outstanding Personal
and Professional Achievements, and was given the “Most Admired Man of the Year Award” by the American
Biographical Association.

He is the author and co-author of 80 books and a number of television programmes. As the creator of the
Neethling Brain Profile Instruments (NBI™), he received worldwide recognition for the contribution of these
instruments towards unique insight in the self, creativity and change.

Anglo Platinum (Anglo American Platinum Mine: Swartkop)

“We started production on this mine 50 years ago. During the past 3 years we were able to equal the
production of the previous 47 years. This miracle was due to two factors: new technology and the
introduction of the Kobus Neethling Creativity Programmes.”

Kobus Neethling has taken whole brain research way beyond the paradigms of the past -- I know of no one
else who has taken whole brain thinking to these levels.
(Professor Paul Torrance: Mr. Creativity of the 20th Century)

Kobus Neethling has demonstrated the most thorough scholarship in creativity that I have been able to
witness in my years of teaching.
(Dr. Mary Frasier; Past President of the American Creativity Association)

In my more than 30 years as an academic I put Kobus Neethling’s doctoral thesis at the top of my list. His
first draft was virtually his final draft. His in-depth research portrayed a person of unique insight, dedication
and remarkable commitment to his science.
(Professor Ben Schutte; Alumnus Professor of Education: University of Potchefstroom)

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Copyright © 2005 : Whole Brain Thinking Pty Ltd 31
 Notes:

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32 Copyright © 2005 : Whole Brain Thinking Pty Ltd
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Copyright © 2005 : Whole Brain Thinking Pty Ltd 33