Lateral Thinking e Book Web Edition

8/10/2019 Lateral Thinking e Book Web Edition

1/17

Lateral Thinking:

The Tool Kit ofPattern Breaking

Idea Generating Tools

The de Bono Suite of ProductiveCreativity and Innovation Thinking Tools

Lateral Thinking:

The Tool Kit ofPattern Breaking


Workshop and Seminar Pre-Reading Booklet

The Power ofProvocation.

If an oppor-

tunity doesnt

knock . . . build

a door.

Dr. Edward de Bono


2/17

The de Bono Suite of

Productive Creativity and

Innovation Thinking Tools

Copyright 1999. The McQuaig Group Inc. All rights reserved.

This material may not be copied, reproduced, reprinted, used in films or video recording, or stored in electronic devices

without written permission of the copyright holders. The material may not be incorporated into training programs except

under the supervision of a certified Lateral Thinking Master Trainer or certified instructor. Lynda Curtin, Lateral Thinking

Master Trainer at The Opportunity Thinker, is pleased to provide you with this complimentary copy to help you prepare to

attend your upcoming event with her.

Author:Dr. Edward de Bono

Booklet and Cover Design:

Michael Wheary, Calypso Concepts

Publisher:

de Bono Thinking Systems, Inc.,

formerly Advanced Practical Thinking Training, Inc. (APTT)

Publisher of this Edition:The Opportunity Thinker with the permission of APTT.

www.deBonoForBusiness.com

Lateral Thinking:The Tool Kit of Pattern Breaking

http://www.debonoforbusiness.com/http://www.debonoforbusiness.com/


3/17




Lateral Thinking: The Tool Kit of Pattern Breaking Idea Generating Tools www.LyndaCurtin.com

Build Your Foundation ... Build Your Future ... Creativity is Serious Business . . . . . . . . . . . . . 4

A Message from Lynda Curtin. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

A Message from Edward de Bono . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

The Subject of Creativity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Misconceptions About Creative Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Using Tools and Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

The Lateral Thinking Tool Kit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

The Lateral Thinking Quick Reference Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Testimonials and Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

My Creative Hit-List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Meet Lynda Curtin: The Opportunity Thinker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Contents
http://www.lyndacurtin.com/http://www.lyndacurtin.com/


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4 Lateral Thinking: The Tool Kit of Pattern Breaking Idea Generating Tools www.LyndaCurtin.com




The de Bono Suite of Productive Creativity and Innovation Thinking Tools

Practical. Radical. Innovative.

Six Thinking Hats:A Creativity Process for Results Driven Groups

Lateral Thinking:The Tool Kit of Pattern Breaking Idea Generating Tools

Focus on Facilitation:How to Lead Productive Thinking Together Meetings that Deliver Remarkable Results

The de Bono Suite of Productive Creativity and Innovation Thinking Tools are all about helping you and your groups

power-up your thinking skills so you can create better futures for your organizations, yourself, your colleagues, your cus-

tomers, your families. Its all in how you go about thinking. Its really that simple.

1. Whats your thinking challenge? 2. Which thinking tools will you use? 3. OKthink! Challenge resolved!

Fact: Creative thinking tools and steps are often missing in routine business processes. This contributes to stagnation;

nothing new--status quo; incremental improvements that eventually reduce the value of your products, systems, pro-

cesses, strategy. Theres a huge gap to close. Lets close it.

Creative Thinking Should be a Regular Component of Your:

Decision making process Lean Six Sigma process Leadership development process

Problem solving process Project Management Process Communication process

Opportunity searching process Change Management Process R&D, Marketing and every process ...

Build Your Foundation . . .Build your Future . . .

Creativity is Serious Business.

The creative

process has had

more impact,

power, influence,

and success than

any other process

in history.

Robert Fritz


5/17





IBM conducted a global CEO study in 2010. The sur-

prise? CEOs selected creativity as the most crucial factor

for future success. Finally. I cant imagine what took them

so long. After all, creativity powers the economy and has

done so for well over 100 years in North America.

I was first certified to lead Lateral Thinking seminars

and workshops in 1994, the year it launched. My clients

have since used the tools to

Increase sales by over $300 million

Generate ideas that led to patents

Develop ideas to keep the product pipeline full

Uncovered new ingredients to use

Strengthen their creativity workouts

Design new business models

Develop new strategies

Solve pressing problems, and so on . . .

Start thinking about your challenges. What is on your

plate that would benefit from a good dose of Lateral Think-

ingCreativity? Thats what were going to focus on in this

workshopequipping you with tools to find new solutions

that are workable and supported.

I love it when clients tell me Lynda, we convened a

Lateral Thinking meeting. Just the use of the term Lateral

Thinkingsends a signal to the groupwere going to really

shake things up. Were going to find new idea pathways.

We have the tools and the process to do this. Perfect.

Im really looking forward to meeting you and helping

you power-up your creative thinking skills.

Good thinking to you.

Lynda Curtin

A Message FromLynda Curtin

I love it when clients

tell me Lynda, we

convened a Lateral

Thinking meeting.

Just the use of the

term Lateral Think-

ing sends a signal

to the groupwere

going to really shake

things up.

Lynda Curtin


6/17





Over twenty-five years of experience in the field have

taught me that the systematic techniques of Lateral Think-

ing work in a powerful manner.

After Montreal had sustained huge debts from its

hosting of the 1976 Olympic Games, no city in the world

wanted the 1984 Games. Finally, Los Angeles only agreed

to host the Games because there was a guarantee from

the organizing committee that there would be no debts.

In the end, the Los Angeles Games made a surplus of $255

million and were so successful that today cities around the

world compete fiercely to get the Games which no one had

wanted. When Peter Ueberroth, the outstanding organizer

of the Los Angeles Games, was asked in an interview in the

Washington Post (September 30, 1984) how he had gener-

ated the new concepts needed to make a success of the

Games, he replied that he had used lateral thinking and he

mentioned the process of provocation. He had first learned

his lateral thinking from a presentation I had given to a

meeting of the Young Presidents Organization in Boca Ra-

ton in 1975. This example illustrates three things:

1. That the technique can be taught.

2. That the techniques can be used deliberately.

3. That the techniques can have a powerful effect.

Of course, the major factor in the success of the Los

Angeles Games was the ability of Mr. Ueberroth as an or-

ganizer, leader and motivator of a very capable team. Nev-

ertheless, there is a point when new concepts are needed--

and that is where lateral thinking comes in.

Edward de Bono

A Message FromEdward de Bono

The winner is the

chef who takes

the same ingredi-

ents as everyone

else and produces

the best results.

Edward de Bono


7/17 7 Lateral Thinking: The Tool Kit of Pattern Breaking Idea Generating Tools www.LyndaCurtin.com




Creativity is a messy and confusing subject. Much of

the difficulty arises directly from the words creative and

creativity. At the simplest level creative means bringing

into being something that was not there before. Under-

standing the need for creativity in business and industry

today is the easy part. Everyone is faced with the need to

create a new product or service, solve a problem, or have

the leading edge over the competitors. Understanding

the process of creativity and how individuals can learn

skills to be creative is what causes the confusion. This cre-

ation requires a special skill. The Lateral Thinking program

teaches individuals creativity and the skill of generating

ideas while using their knowledge and experience.

Lateral Thinking Definitions

There are a number of ways of describing or defining Lat-

eral Thinking.

1. You cannot dig a hole in a different place by

digging the same hole deeper.

2. Lateral Thinking is for changing concepts and

perceptions instead of trying harder with the

same concepts and perceptions.

3. In self-organizing information systems, asym-

metric patterns are formed. Lateral Thinking is

a method for cutting across from one pattern

to another.

I use the terms lateral thinking and creative think-

ing interchangeably because creative thinking is much

more widely known. I introduced the new term serious

creativity in my book Serious Creativity (Harper Business,

New York, 1992) in order to make a distinction between

formal creative techniques and just messing around and

hoping that an idea will happen.

The word creative in the English language has a very

broad meaning and includes the bringing into existence of

something new. We do not accept creating a mess as being

creative because the new thing is supposed to have value.

For example, artists are creative because they create new

things that have value. Yet, many artists are productive styl-

ists who produce within the same perceptions and style of

expression. There may be very little of the change in percep-

tions and concepts that is central to Lateral Thinking.

So one of the reasons for creating and using the term

Lateral Thinking is to distinguish this kind of ar tistic cre-

ativity from the thinking involved in creating new percep-tions and new concepts. There are, of course, artists who

also change concepts and perceptions and who do use

Lateral Thinking as such. This seems to particularly apply

to musicians in both popular and classical music. There

are also playwrights, novelists, architects, and others who

have used Lateral Thinking to open up new concepts and

perceptions. Even so, the Lateral Thinking course does not

pretend to turn a participant into an artist.

The Lateral Thinking

program teaches

individuals creativity

and the skill of gener-

ating ideas while

using their knowledge

and experience.

The Subjectof Creativity






Have you ever heard the following?

You have to be an artist to be creative.

Ideas have always happened.

Creativity is a talent that some people have andothers do not.

Creativity comes from rebels.

Being liberated is enough.

Tools and techniques are confining.

Here are some thoughts on these misconceptions.You have to be an artist to be creative.

This is totally untrue. There have been many creative

engineers, scientists, financiers, entrepreneurs, etc., who

have not been artists. Creativity, and especially Lateral

Thinking, is also concerned with changing perceptions,

concepts, and ideas. In any situation where perception

and concepts are important, creativity is also important.

That applies to most situations.

Because artists are creative in their own field does not

mean that they have a general skill of creativity that can

be applied to any field. An artist usually has the motiva-

tion to try something new, and sometimes the artist can

provide an innocent mind on a subject. But it is certainly

not true that creativity is limited to artists.

Ideas have always happened.

There is an attitude which says that great new ideas

have always happened in different fields and that they

will continue to happen from time to time. So there is no

need to pay special attention to creativity. It is enough

just to wait for new ideas to happen. A related versionof this says that new ideas happen by evolution and that

this cannot be speeded up. There is a story about the ori-

gins of roast pork. It is said that roast pork was discovered

when a pagoda burned down in China and a pig in the

yard was also burned.

Pagodas will burn down from time to time, but we do

not have to wait for such occasions to get roast pork. We

can roast pork more directly whenever we choose. In the

same way new ideas will continue to happen from time

to time, but we can also seek to get ideas in a more direct

way through the use of deliberate creativity. One does not

exclude the other.

Creativity, and

especially Lateral

Thinking, is also

concerned with

changing percep-

tions, concepts,

and ideas.

Misconceptions aboutCreative Thinking






Creativity is a talent . . .

This is a very traditional view and one of the best ex-

cuses for not doing anything about creativity. It is true

that some people have a natural curiosity. It is true that

some people have an active imagination. It is true that

some people are always trying to change things. But all

these effects can also be obtained through developing

the formal techniques of Lateral Thinking.

If a number of people run a race, someone will come

in first and someone second and someone last. This is de-

termined by natural running ability. Coaching, training, and

fitness regimens can alter ability. If everyone who ran in this

first race is now given a set of roller blades and is taught

how to use them, then everyone will go farther in the same

amount of time. Someone will still come first and someone

last, but not necessarily the same person as before.

It is the same with creativity. If we do nothing about

it, then we can only depend on natural talent. But if we

develop formal techniques and offer training in these

techniques, then everyone will be much more creative

than before. Some people will still be more creative than

others, as with any acquired skill.

Creativity comes from rebels.

Rebels are creative because rebels want to be differ-

ent. They are not much good at playing the game every-

one else is playing. They may not even want to play the

game at all. They want to play their own game. This has

been a good starting point for creativity in the past.

Today things are changing. We are beginning to un-

derstand the game of creativity. We can understand how

self-organizing information systems form asymmetric pat-

terns and how we can move across patterns. From such an

understanding come the formal tools of Lateral Thinking.

It may well be that the conformists will also be better at

playing this new game of creativity. The rebels will not

want to play this game and may not be any good at it. So

we may have the very strange paradox that the conform-

ists may actually become more creative than the rebels.

Of course, the conformists have to want to be cre-

ative. They have to want to learn the game of creativity,

and they have to want to play that game. The rebels al-

ways have the motivation to challenge and to be different.

So the conformists can become creative but they have to

want to.

Today things are

changing. We are

beginning to under-

stand the game

of creativity. We can

understand how

self-organizing in-

formation systems

form asymmetric

patterns and how

we can move across

patterns. From such

an understanding

come the formal

tools of Lateral

Thinking.







Being liberated is enough.

Many of the approaches to creativity in North America

are based on the notion that everyone is creative, but are

inhibited. So the effort is toward freeing people up and

liberating them so that they can be creative. People are

encouraged to be playful and childlike. Traditional brain-

storming itself is an attempt to liberate people by permit-

ting them to say what they like without fear of censure.

But this notion of liberation is not enough.

An ordinary person tied up tightly with a rope can-

not play a violin. That is obvious. But if we now cut the

rope, does this make the liberated person a violinist? Cut-

ting the rope is indeed a necessary step but only a small

step. The person still has to acquire the skill of violin play-

ing. It is the same with creativity. Being liberated may be

a necessary step, but it is by no means the whole process.

It is also necessary to acquire creative skills. Indeed, un-

derstanding the logic of provocation achieves the same

effect as liberation.

The analogy comparing creativity with the playful-

ness of children is not a good one. Children have the

creativity of innocence because their minds have not yet

formed many patterns. But the minds of adults are full of

patterns, so the creativity of innocence does not work. We

have to develop techniques for getting out of these estab-

lished patterns.

Tools and techniques are confining.

Some people protest that any development of sys-

tematic tools and techniques will be contrary to the very

nature of creativity, which must be free. This shows a

complete misunderstanding of tools.

Language is a formal tool that allows us to have and

to express creative thoughts. A ladder is a tool that allows

us to get to places that might otherwise be difficult to get

to. A carpenters saw is a tool that allows the carpenter to

make beautiful furniture. Mathematics is a tool that allows

us to handle complex relationships.

Tools are liberating devices that amplify our skills

and enable us to do things that would be very difficult to

do otherwise. A key is a formal tool that allows us to es-

cape from a locked room. But the key does not determine

where we then go.

In general, a lot of the thinking about creativity is very

old-fashioned and much influenced by notions of artistic

creativity. Too often creativity is just seen as being differ-

ent. Creativity is also seen as the opposite of being for-

mal. Yet music and ballet are both creative and formal at

the same time.

Some people

protest that any

development of

systematic tools

and techniques

will be contrary to

the very nature of

creativity, which

must be free.







Attitudes are fine, but tools are more reliable. Many

people attempt to teach creativity by encouraging atti-

tudes of freedom and playfulness. These attitudes may

work in the presence of the instructor but are difficult to

resurrect later.

Tools are much more concrete. Once you have built

up skill and confidence in the use of the Lateral Thinking

tools, then you can apply these to any situation at any

time. You do not have to wait until you feel inspired.

It is sometimes argued that tools are fine, but with-

out motivation tools never get used. There are two ap-

proaches here. You can motivate and inspire people to be

creative and then teach them the tools. Or you can teach

them the tools and when they find they can use the tools

and get new ideas then they become motivated to be cre-

ative. Thats because now they have seen how it can be

done and how it works. The second approach can be very

effective. People who have never considered themselves

to be creative learn the Lateral Thinking tools and surprise

themselves with their creativity.

Over the years, many people who are highly creative in

their own fields have said they get the best ideas when they

use the Lateral Thinking tools systematically. Such people

are never short of ideas, but they surprise themselves with

a new idea only when they use the tools deliberately.

The Learning Process

At first, as a participant, you may have to fight the

urge to start thinking of creative ideas without bother-

ing to use the tools. The systematic formality of the tools

may seem to slow you down at first. It is easier to have

spontaneous ideas on a subject. At first, the tools will

seem awkward to use. Learning the tools is just like learn-

ing to ride a bicycle. At first, riding a bicycle is awkward,

and you would get there faster by walking. But when you

pick up the skills of cycling, then it becomes greatly su-

perior to walking.

People who have

never considered

themselves to be

creative learn the

Lateral Thinking

tools and surprise

themselves withtheir creativity.

Using Toolsand Techniques






Do the Tools Work?

Many different people in different jobs and in differ-

ent cultures have used the tools laid out in this course over

the years. The tools do work and have produced powerful

results. If someone claims that the tools do not work, the

answer is that maybe the tools do not work for that person

because he or she has not yet developed a skill in using

the tools. We know that skis work, so it is not much use

for a novice skier to complain that skis do not work. Math-

ematics works even though some people may not be very

good at mathematics.

Precise Use

Because creativity seems vague and open-ended and

because you cannot be sure of a result at a defined point,

many people have come to believe that it is enough to

mess around. For this reason, the precise use of the tools

may seem strange to some participants of creativity. Yet,

the tools work best when used in a precise way.

1. At any moment, know exactly what you are doing.

2. Be aware of the next step.

3. Follow the technique and do not allow yourself to

be distracted.

Time Tested

All the material in Lateral Thinking has been tried and

tested over many years in some cases, over twenty-five

years with thousands of students. There are today many

thousands of people around the world who regularly use the

tools of Lateral Thinking, sometimes with spectacular results.

Systematic Use

The importance of the systematic use of the Lateral

Thinking tools is stressed in this introduction as well as the

course itself. The goal of the course is mastery of the tools.

Being systematic about learning and practicing tools is es-

sential. But even when you have mastered the tools, you

will still get the best results when you use the tools sys-

tematically. Many people who are highly creative in their

own fields have told me that they still get the best new

ideas (the ones that really surprise them) when they use

the tools systematically.

A carpenter has a full set of tools and uses them sys-

tematically to make beautiful furniture. Mastery of the

woodworking tools is essential. So is the deliberate use of

the tools. A carpenter does not flop about and hope that

things will happen.

There are today

many thousands of

people around the

world who regu-

larly use the tools

of Lateral Think-

ing, sometimes

with spectacular

results.

Using Toolsand Techniques






The LateralThinking Tool Kit

Focus Tools: Focus is a disciplined use of time, tools, and purpose.

Creative Hit-List: Whats next on the creative hit-list? What needs to be added to the creative hit-list?

Focus Statement: General area focus and purpose focus statements. Develop multiple focus statements. Generate focus statements

from many different angles to help uncover where to look for ideas.

Redefine the Problem: Generate many different problem definitions to help determine where to look for ideas.

Design the Creative Session Agenda:Select focus statement/s, decide which tools to use, plan for timing.

Idea Generating Tools: A robust variety of idea generating tools from which to choose.

Top-of-the-Head:Use knowledge and experience to generate existing ideas. Clear the mind of existing ideas to prepare the brain to

generate new ideas using pattern breaking idea generating tools.

Concept Fan:An inexhaustible idea generation tool. Extract concepts from ideas and use them as springboards to more ideas. This tool

alone will greatly improve the idea output of your creative sessions.

Random Entry:An idea generating tool that jolts you out of ho-hum, same-old, dead-end thinking. Connections start to pop that result

in exciting new ideas.

Provocative Operation (PO):Four different ways to set up provocations in order to move forward to new idea territory. When youre

really stuck this is the tool to use. The key is being able to shift your thinking from judgment to movement.

Challenge: A tool to constructively challenge the status quo, routine patterns. Its a great structured process for thinking outside the box.

From deep understanding can come fresh new ideas.

Why A? Why B? Why C?

Current Thinking Checklist:Dominating ideas, assumptions, boundaries, essential factors, avoidance factors.

Idea Sorting Tool: A tool to help individuals & teams quickly organize idea output into a framework for action.

Harvesting:How to manage your idea output for long term value. Select ideas to build on right away. Identify ideas to work on later.

Expand your list of concepts for future consideration. Determine the nature of the ideas generated to help you move towards different

kinds of ideas next time break patterns.

Idea Building Tools:Now its time to work with one idea at a time. Build on an idea to see if it can be made

viable. Very often articulated ideas havent been explored in any detail and they get killed too early in theprocess at the idea generating step. Tremendous potential is discarded.

Treatment: Can the idea be made to work within real-life constraints? How can it be strengthened? Can it be tailored to work within

resources available? What weaknesses need to be overcome?

Assessment:Checklists and assessment questions that take into consideration corporate alignment, risk, fit, power, etc.

You can do no

better than to

attend a de Bono

seminar.

Tom Peters






The Lateral ThinkingQuick Reference Guide

Focus Random Entry

Concept Triangle Challenge . . . The Status Quo

Provocative Operation Harvest

A discipl ined use of time, tools, an d purpose. Te am Name PO

Bumblebee.

Concepts are the breeding ground for i deas!

PO police officers have six eyes.

1. Focus2. Idea

3. Concept Alternatives

Because

Cut

Concept

Principle

Association

aha!

4. Ideas

Extract theConcept.

Top of the head; Positive aspects

Moment to moment; Focus on the difference

Extract a concept; Special circumstances

Reversal

Escape

Wishful Thinking Arising

Develop Focus Statements General area focus Purpose focus

Tip:Generate multiple problem definitions.

Attack many aspects!

Tip:Develop a Creative Hit List

Do:Pick tools and generate ideas

3Current Thinking ChecklistDominating Ideas; Assumptions; Boundaries;

Essential Factors; Avoidance Factors

Why?

3Focus 3Changes 3Ideas3Flavor 3Concepts 3Approaches

Beginning

Ideas

Specific

Ideas

Receivable

Ideas

Shape and

Tailor

aha!

PO + Movement = Ideas!PO

Creativity in-

volves breaking

out of established

patterns in order

look at things in a

different way.

Edward de Bono


15/17





By the end of this year we will have doubled our business since our creative thinking session with you, and we are 60% of the wayto the goal. Its almost time to raise the bar! Dan Weare, National Business Manager

The results of the training are visible. We have received a large research project due in part to the creativity tools Lynda taught us.

Alex DAnci, Marketing Manager, ABB Finland

I have found there are 3 basic pillars supporting creativity and innovation: the Osborn/Parnes problem solving model, and the Six

Thinking Hats and Lateral Thinking tool kits. This is where you should start . Lynda Curtin is the right person to do this training.

Roland Boose, Nestle USA Prepared Foods Division

Results:If an opportunity doesnt knock, build a door. At DuPont lateral thinking tools led to an employees suggestion

that eliminated nine steps in the Kevlar manufacturing process. The savings$30.0 million.

Results:Three-day Power Session with Lynda Curtin. Develop ideas to grow the business. Increased revenue by $300 mil-

lion. Used Lateral Thinking and Six Thinking Hats tools.

Results: A division of a well-known Fortune 500 (a top 50 company) generated 44% of all patents filed worldwide: Lynda

Curtin trained this group to lead innovation meetings using Focus on Facilitation, Lateral Thinking and Six Thinking Hats

tools which helped with this accomplishment.

Testimonialsand Results

If you havent heard

of Edward de Bono

or Lateral Think-

ing, perhaps you

have been too busy

thinking in conven-

tional ways.

Forbes


16/17





As you prepare to attend your Lateral Thinking session, think about the creative challenges you need to work on.

What challenges would benefit from some Lateral Thinking application? Where do you need new ideas?

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My Creative Hit-List


17/17





Lynda is a thriving senior leader in de Bono Thinking Systems, Inc. global network. A talented practitioner with over35 years of real-world business challenges under her belt, clients love being able to tap her wealth of experience, and the

creative approach she brings to their events--always results oriented. Her clients have:

Increased revenue by $300 million.

Generated 44% of all the patents generated in a Fortune 50 company.

Reduced meeting time from 30 days to 2 days.

Background Highlights

Celebrated her 20th Anniversary as a Six Thinking Hats Master Trainer by hosting an exclusive Executive Deep

Dive in Los Angeles.

Shot her second hole-in-one on April 22, 2012. Shot her rst hole-in-one on December 19, 2009.

Is one of only 12 de Bono Thinking Systems Master Trainers in the world qualied to lead the de Bono Suite of

Productive Creativity and Innovation Thinking Tools: Six Thinking Hats, Lateral Thinking, Focus on Facilitation.

Led the development and world-wide launch of Focus on Facilitation, the rst workshop developed without Dr.de

Bonos direct involvement.

Top and bottom-line business experience--broke sales and prot records--delivered over $100 million in sales

while Product Manager, Major Appliances.

Real-world, practical business experience with product development, packaging design, merchandising,

advertising, marketing, market research, and forecasting. Past President of the National Speakers Association Los Angeles Chapter, Lynda has great platform skills.

Book Lynda to speak at your next event.

Call 818-507-6055

Email: [email protected]

www.LyndaCurtin.com

The Opportunity Thinker is a thriving member of the de Bono Thinking Systems, Inc., global network.

Meet Lynda Curtin:The Opportunity Thinker

Lynda Curtin
http://www.lyndacurtin.com/mailto:[email protected]://www.lyndacurtin.com/http://www.lyndacurtin.com/http://www.lyndacurtin.com/mailto:[email protected]

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