Traditional Thinking
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Transcript of Traditional Thinking
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Traditional Thinking
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Describe you current style of thinking
___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________
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Describe you current style of thinking - example
Logical and analytical Somewhat creative Like to talk things out Bounce ideas off people
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What are your thinking strengths?
___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________
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What are your thinking strengths? - example
Good problem solver Good team worker Fun thinker
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What are your thinking weaknesses?
___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________
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What are your thinking weaknesses? - example
Not very lateral Not good at being critical Not good at overviews Sometimes miss big picture of
sequencing
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How is it working for you?
___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________
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How is it working for you? -example
Fine at the moment Always room for improvement Often miss the obvious
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Where do you do your best thinking?
___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________
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Where do you do your best thinking? - example
In the shower In my dreams
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In your group, do some thinking around
Pick any two of the following to focus on;
Banning high fat foods Everyone wears a lie detector Pavement Proficiency licence All cars painted yellow Banning vehicles from the city centre Marriage renewed every five years Everyone is entitled to one-year sabbatical
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In your group, do some thinking around
Write down where you focused your thinking ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________
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Now individually
Write down any observations you have regarding the thinking behaviours of the group.
___________________________ ___________________________ ___________________________ ___________________________
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The Six Thinking Hats
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Edward de Bono
Edward de Bono has written 65 books with translations in 37 languages. He has been invited to work in 52 countries.He was born in Malta and graduated from the University of Malta. He proceeded as a Rhodes Scholar to Oxford and has held appointments at the Universities of Oxford, Cambridge, London and Harvard.
Dr de Bono is the originator of the term 'lateral thinking' which now has an official entry in the Oxford English Dictionary. He is regarded as the leading international authority in conceptual and creative thinking, and also the direct teaching of thinking as a skill.
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Thinking is a skill, that is all about using what you’ve got
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Thinking is a skill, that is all about using what you’ve got
An excellent driver will get great performance, even out of a banger.
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Thinking is a skill, that is all about using what you’ve got
An excellent driver will get great performance, even out of a banger.
A poor driver won’t get a goodperfomance out of a great car.
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Thinking is a skill, that is all about using what you’ve got
A person of average intelligence with good thinking skills can be very creative.
A very intelligent person with bad thinking skills won’t be creative.
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The Six Thinking Hats
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Traditional Meeting
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Parallel Thinking
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Parallel Thinking
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Parallel Thinking
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Parallel Thinking
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Parallel Thinking
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The Six Thinking Hats
Each ‘hat’ represents a perspective or way of thinking
They are metaphorical hats that a thinker can put on or take off to indicate the type of thinking they are using
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The Six Thinking Hats
In a group we can ask members to ‘put on’ different hats in a sequence to aid the problem solving process
This can help overcome the problem of each group member adopting random positions at random times
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The Six Thinking Hats
It also permits us to control people who insist of sticking to one perspective - we can ask them to assume a different hat
Many major international organisations use this technique for problem solving
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The Six Thinking Hats
FOCUS
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
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The Six Thinking Hats
FOCUS
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
Why it may not workCautions * DangersProblems * FaultsLogical reasons must be given
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The Six Thinking Hats
FOCUS
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
Why it may not workCautions * DangersProblems * FaultsLogical reasons must be given
Feelings and IntuitionEmotions and hunchesNo reasons or justifications“At this point”Keep it short
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The Six Thinking Hats
FOCUS
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
Why it may not workCautions * DangersProblems * FaultsLogical reasons must be given
Creative ThinkingPossibilities * AlternativesNew Ideas * New ThinkingOvercome black hat issuesReinforce yellow hat issues
Feelings and IntuitionEmotions and hunchesNo reasons or justifications“At this point”Keep it short
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The Six Thinking Hats
FOCUS
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
Why it may not workCautions * DangersProblems * FaultsLogical reasons must be given
Why it may workValues * Benefits(both known and potential)Logical reasons must be given
Creative ThinkingPossibilities * AlternativesNew Ideas * New ThinkingOvercome black hat issuesReinforce yellow hat issues
Feelings and IntuitionEmotions and hunchesNo reasons or justifications“At this point”Keep it short
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The Six Thinking Hats
FOCUS
Information & DataNeutral and objectiveChecked and believed factsMissing information & Where to source it
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
Why it may not workCautions * DangersProblems * FaultsLogical reasons must be given
Why it may workValues * Benefits(both known and potential)Logical reasons must be given
Creative ThinkingPossibilities * AlternativesNew Ideas * New ThinkingOvercome black hat issuesReinforce yellow hat issues
Feelings and IntuitionEmotions and hunchesNo reasons or justifications“At this point”Keep it short
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The Six Thinking Hats
FOCUS
Information & DataWho, what, when, where?What do you know about?What are the facts about?What do you need to know?Where do you locate this?
Managing the ThinkingHow do we sequence the eventsExplain? Summarize.What is your conclusion?What next? Action plan?What is the main idea?
Why it may not workWhat are the risks of?Why won’t/didn’t this work?What were the difficulties of?What are the consequences of?What should you be cautious about?
Why it may workWhat are the benefits?What is good about?What is a positive outcomes?What is the value?Can this be made to work?
Creative ThinkingWhat if?What is good about?What else can we do?What is the value of?How can we make this work?What are the alternatives?
Feelings and IntuitionWhat does your intuition tell you?Did your feelings change? How?What prejudices are present?What are you feeling now?What is your hunch about?
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The Six Thinking Hats
We tend to use all of the Six Hats on a daily basis, but people tend to have default hats that they use more often.
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The Six Thinking Hats
Which two hats do you feel more comfortable using?
Hat 1: __________________ Hat 2: __________________
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The Six Thinking Hats
Which two hats do you feel dominate in your team/organisation?
Hat 1: __________________ Hat 2: __________________
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The Six Thinking Hats
What impact does that have on your team’s effectiveness?
_____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The Six Thinking Hatsin Detail
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The Blue Hat
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The Blue Hat
FACILITATOR ROLE The role of the facilitator Focuses and refocuses thinking Makes calls for the group to make
decisions
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The Blue Hat
Questions How do we sequence the events Explain? Summarize. What is your conclusion? What next? Action plan? What is the main idea? What was the problem? How was it
solved?
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The Blue Hat
Describe a typical meeting _____________________________ _____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The Blue Hat
Which of your meetings would benefit from the Six Thinking Hats framework?
_____________________________ _____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The Blue Hat
TECHNIQUE:Choose the right hat or tool
TIME:Set limits and work within them
FOCUS:Decide on what you what to think about
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The Blue Hat
CREATIVE HIT LIST List three areas where you need new ideas Try not to think about problems Look for opportunities Develop a focus statement for each starting
with “how to …” Focus 1: _______________________ Focus 2: _______________________ Focus 3: _______________________
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The White Hat
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The White Hat
FACTS AND LOGIC Separates fact from speculation Specifies action needed to fill gaps Assesses the relevance and accuracy
of information
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The White Hat
Questions Who, what, when, where? What do you know about? What are the facts about? What do you need or want to know about? Where might you go to find out about?
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The White Hat
In White Hat mode, think about one of the following …
Focus 1: Traffic Congestion Focus 2: Noise Pollution Focus 3: Human Nutrition
There are questions on the next four slides to help you focus on the white hat
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The White Hat
What do we know? _____________________________ _____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The White Hat
What do we need to know? _____________________________ _____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The White Hat
Where are we going to get the information we need to know?
_____________________________ _____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The White Hat
What OPVs should we consider? Who are these people and what are their views?
_____________________________ _____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The Red Hat
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The Red Hat
EMOTIONS AND FEELINGS Gives permission to express feelings,
hunches and intuitions Can be used to help make a decision Does not require justification or
explanation Limited to 30 seconds or less Best expressed in a word or two
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The Red Hat
Questions What are you feeling now? Did your feelings change? How? What prejudices are present? What is your hunch about? What does your intuition tell you? Which way do you like based on your
feelings?
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The Red Hat
How do you currently manage your feelings?
_____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The Red Hat
How are emotions dealt with on your team?
_____________________________ _____________________________ _____________________________ _____________________________ _____________________________
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The Red Hat
How do you feel about? Flexitime at work _______ Legalizing marijuana _______ Bungee jumping team exercise _______ Mandatory retirement at 55 _______ Eliminating titles at work _______ Banning smoking everywhere _______ Cloning humans _______
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The Red Hat
Sorting ideas using the red hat
What ideas are most interesting to me? What ideas have most potential? What ideas do I thinking are boldest?
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The Red Hat
Group using the ABC Sorting technique
A: Which ideas could we ACT on right now? B: What ideas are BEGINNING ideas? C: What ideas are CONCEPTS (broad ideas)?
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The Yellow Hat
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The Yellow Hat
LOGICAL POSITIVES Explores the benefits of an idea Must give reasons why an idea is
valuable or might work Reinforces creative ideas and new
directions
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The Yellow Hat
Questions What are the benefits? What is good about? What is a positive outcomes? What is the value? Can this be made to work? Explain. What did you like about?
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The Yellow Hat
What are the benefits of?
Focus 1: Birthdays only when deserved Focus 2: Weekly 24hr broadcasting ban Focus 3: Unreliable friend Focus 4: Black toothpaste
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The Black Hat
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The Black Hat
LOGICAL NEGATIVES Explores why an idea may not work Must give logical reasons for concerns Points out difficulties
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The Black Hat
Questions What should you be cautious about? What are the consequences of? What were the difficulties of? Why won’t/didn’t this work? What did you dislike about? What are the risks of?
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The Black Hat
Is there someone you work with who tends to overuse black hat thinking? What is the impact?
_____________________________ _____________________________ _____________________________ _____________________________
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The Black Hat
What are the downsides, both existing and potential of?
Focus 1: World-wide smoking ban Focus 2: Identity card schemes Focus 3: Making poverty history Focus 4: Electronic tagging for everyone
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The Green Hat
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The Green Hat
CREATIVTITY AND IMAGINATION Encourages a search for new ideas Seeks to modify and removes faults
from existing ideas Makes time for creative effort
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The Green Hat
Questions What if? What is good about? What is the value of? How can we make this work? What are the alternatives? What else can we do?
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The Green Hat
What is holding your team back from being creative? (Creative Barriers)
____________________________ ____________________________ ____________________________ ____________________________ ____________________________
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The Green Hat Thinking of other uses for:
Balloon Golf Tee
___________________ ___________________
___________________ ___________________
___________________ ___________________
Toothbrush Paperclip
___________________ ___________________
___________________ ___________________
___________________ ___________________
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The Green Hat Thinking of other uses for:
Balloon Golf Tee
____Shower Cap_____ _____Toothpick_____
_____Traffic Sign_____ _____paper Holder___
_____Scarecrow______ ___________________
Toothbrush Paperclip
____Silver Cleaner____ ___Popping discs_____
____Paint Cleaner_____ _____Jewellery______
___________________ ___________________
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The Green Hat
The Three Ps
Positive: Every idea is potentially valuable, record all
Prolific: The more ideas the better, build ideas on each other
Playful: It is easier to tame a wild idea, than make a boring idea interesting
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The Green Hat
Generate Ideas on
Focus 1: Reducing traffic congestion Focus 2: Increasing leisure time
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The Six Thinking Hats
Which hat is? “Retooling will take a minimum of six months” “I am unhappy with the merger” “Our product is the most expensive on the market” “It will increase our profile in the community” “Low staff morale is causing high attrition” “The meeting seems to be drifting” “Joe told me he was worried about a staff issue” “We tried that and the staff are not supportive” “It would be easy to implement a new logo” “We could offer two for the price of one “I am concerned about staff morale “Are we ready to commit to a decision?”
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The Six Thinking Hats
Which hat is? – my ideas “Retooling will take a minimum of six months” “I am unhappy with the merger” “Our product is the most expensive on the market” “It will increase our profile in the community” “Low staff morale is causing high attrition” “The meeting seems to be drifting” “Joe told me he was worried about a staff issue” “We tried that and the staff are not supportive” “It would be easy to implement a new logo” “We could offer two for the price of one “I am concerned about staff morale “Are we ready to commit to a decision?”
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The Six Thinking Hats
FOCUS
Information & DataNeutral and objectiveChecked and believed factsMissing information & Where to source it
Managing the ThinkingSetting the focusMaking summariesOverviews & conclusionsAction Plans
Why it may not workCautions * DangersProblems * FaultsLogical reasons must be given
Why it may workValues * Benefits(both known and potential)Logical reasons must be given
Creative ThinkingPossibilities * AlternativesNew Ideas * New ThinkingOvercome black hat issuesReinforce yellow hat issues
Feelings and IntuitionEmotions and hunchesNo reasons or justifications“At this point”Keep it short