This month we will introduce you to the cognitive learning styles proposed by Anthony Gregorc in 1984 and how his nomenclature applies to manager and leadership characteristics. First, a primary introduction (the reference website for Gregorc’s model is  http://www.gregorc.com/gregorc.html). Gregorc proposed a 2 x 2 table with concrete vs. abstract and sequential vs. random, yielding four learning styles: (1) concrete sequential, (2) concrete random, (3) abstract sequential, and (4) abstract random. Let’s look at each of these briefly:

 

Concrete Sequential’s Talents:

• Relate sensually with the physical world
• Assess fine degrees of material quality using their physical senses
• Remember specifics
• Street smarts
• Thinks in binary terms—e.g. black/white, good/bad, useful/useless, right/wrong
• Perform duties with exactness in step by step order
• Create practical and useful products to improve the quality of life

 

Concrete Random’s Talents:

• Penetrate complex situations to identify core ideas, principles, motives, and problems
• Use intuition to protect themselves and others from hostile forces and conditions
• Develop non-conventional methods and techniques
• Act independently of others’ thoughts, words, and deeds
• Offer charismatic leadership
• Promote social evolution by “pushing the envelope”
• Inspire, teach, guard and protect others

 

Abstract Sequential’s Talents:

• Interact with ideals, values, theories, concepts, models, and paradigms
• Put thoughts into words for others to consider and build upon
• Identify cause/effect relationships via reasoning powers
• Extract themes and key points from mixed or disparate data
• Correlate, analyze, and evaluate information
• Transcend details to grasp the “big picture”
• Be a “voice of reason” and historian for the community

 

Abstract Random’s Talents:

• Attune to their environments and “think with their hearts”
• Relate and nourish the emotional needs of others
• Gather knowledge through images, voice tone, symbols, colors, music, words
• Think holistically
• Cooperate with wide ranges and types of people
• Deal with multiple issues and stimuli simultaneously
• Use their imaginations to create products
• Be a “voice of conscience” for the community

 

Now let’s see how each of the above styles applies to Team Member Characteristics

 

Concrete Sequential: Dominant members approach teaming:

• Carefully with templates of expectations and standards
• Conservatively in order to assess motives and competencies of others
• Slowly, methodically, and systematically to establish a foundation of trust

 

Concrete Random: Dominant members approach teaming:

• Assertively, enthusiastically and competitively
• Sociably with minimum concern for social protocol
• Confidently willing to lead if progress doesn’t occur

 

Abstract Sequential: Dominant members approach teaming:

• Intellectually for a meeting of minds
• Politely, impersonally and socially for exchange of thoughts, ideas and opinions
• Carefully with concerns about being tied down by mundane matters

 

Abstract Random: Dominant member approach teaming:

• Openly with an urge to merge and be a part of something bigger than themselves
• Naturally dedicated to community building
• Comfortably with a desire to nurture, protect and help others

 

Gregorc Leadership Characteristics:

 

• Concrete Sequential leaders seek results via the vision becoming reality in everyday life

 

• Concrete Random leaders seek results with clarity of vision, mind, and spirit safety

 

• Abstract Sequential leaders seek results with the marriage of theory and practice for organizational action

 

• Abstract Random leaders seek results with a shared vision within a caring, cooperative, and dynamic community

 

Next month we will look at how these four dominant managerial and leadership traits manifest themselves in organizational settings that set the tone for corporate culture, style, promotions, and consequences for non-performance.

 

 

 

This month’s recommendations:

1.      At your next business meeting, look for the different leadership styles: concrete sequential, concrete random, abstract sequential, abstract random. What is the interaction among the members and is it productive?

2.      Go to Anthony Gregorc’s website and take his Style Delineator profile to see what your dominant and sub-dominant learning styles are.

3.      Begin to think of cognitive learning styles rather than personality differences as explanations for miscommunication and assessing teamwork productivity.

 

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