The brain is a thinking organ, which learns and develops through its worldly interaction, and through perceptions and actions.
Brain preferences refer to how well an individual, depending on the social and cultural context and their experience and education, utilizes their cerebral resources and how that makes them stand out from the crowd.

Brain preferences are associated to four different thinking styles; analytical, planner, relational/communicator and innovator. They have been proven to have significant statistical correlation to people's innovative behavior within an organization.

It is important to note that no particular preference is better than any other. Every person has at least one preferred brain area. In this study 70% of those who were polled were proven to be bi-preferential. This indicates that they use two brain areas with total comfort, while the other two remain as secondary areas.
Results showed that 62% of participants use predominantly the right side of their brain. For the purpose of innovation, through this study we found that individuals that showed a triple brain preference, being innovation their first preference, relational their second and planning their third, scored the highest on innovative work behaviors. However, only 2,98% of total surveyed showed this triple preference.

A person's brain preference affects his/hers behavior. People that use mainly their right cortical side of their brain have a deeper innovative behavior compared to people whose brain preference is not the right side. Moreover, these people, from now on called "innovators", have demonstrated that they are more innovative even when their companies did not encourage innovation.

An innovator is defined, as an individual, who has a global way of thinking, is intuitive, takes risks, is imaginative, and often breaks the rules. An innovator uses his creativity in order to come up with a solution to a specific problem. The creative individual, on the other hand, is more closely related to relational brain preferences; imagining and creating in abstract, developing ideas that are not necessarily focused on solving an existing problem.

Therefore, brain preferences determine the level of innovative behavior of an employee within the company, although they are not the only factor. Companies' innovation practices also affect their employees' innovative behavior. In this study, PROCESOi found companies with a low level of innovative employees, however these companies still had a good level of innovative practices. This signifies that even employees that do not have an innovative preference can behave in an innovative way if the company environment is conducive.

• From the 452 participants surveyed, we found that 19% had innovation as their main brain preference, with the relational brain preference being the highest one at 50%.
  
  There is a high positive correlation between level of education and an innovative preference. The higher the educational level, the higher the percentage of innovative people. This can be seen with PhD holders, whose innovative percentage is 83%.


• With regard to age, the highest numbers of innovative people (80%) are found between the ages of 18 to 25 years old. This percentage falls significantly after the age of 46 years, where just 42% of them have innovation as their brain preference.


• An important imbalance between brain preference and job function exists. People whose brain preference and job functions are not aligned scored low on innovative work behavior.


• An advanced or bilingual level of a second language has a positive correlation with employees' innovation talent and innovative behavior. However this is more apparent when the second language is English.


• Women (55%) are slightly more innovative than men (50%)