際際滷

際際滷Share a Scribd company logo

Creative brainstorming six thinking hats

Download as PPT, PDF
Hashem Majid
Hashem Majid

The document discusses the Six Thinking Hats technique created by Edward de Bono to improve creative thinking and decision making. It introduces the technique and explains that it involves classifying thinking into six colors or "hats" - white (facts), red (emotions), black (caution), yellow (positive benefits), green (creativity), and blue (control). Using the hats helps structure discussions and avoid arguments by focusing thinking on one aspect at a time. The document outlines the benefits of the technique in maximizing intelligence and saving time in discussions. It provides details on how to use each hat and includes testimonials on companies that have successfully applied Six Thinking Hats.

1 of 14
Downloaded 60 times
CREATIVE BRAINSTORMING Six thinking hats
CONTENTS Understand importance of thinking Argumentative vs. Parallel thinking Introduction of Six Thinking Hats Benefits of using Six Thinking Hats Details of Six Thinking Hats Usage in Work life Testimonials
THINKING ABOUT THINKING Thinking defines quality of life including work performance, relationships and growth No problem can withstand the assault of sustained thinking. - Voltaire A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. Abraham Lincoln
THINKING ABOUT THINKING The main difficulty of thinking is confusion Thinking is not same all the times; varies as per day, weather, mood, topic, vision of futue Difficulties in involving participants actively in meetings. Difficulties in changing long held perceptions of self and others Can thinking be controlled or directed to get better outcomes/decisions?
ARGUMENTATIVE VS. PARALLEL THINKING Argumentative in a discusion each party deliberatly takes an opposite view Parallel each party looks in parallel from the same point of view Argumentative in case of disagreement one party tries to prove other party wrong Parallel both views of disagreement are put down in parallel. Decision is made, if required, later on Argumentative Generally based on What is Parallel based on What Can be
SIX THINKING HATS Tool by Edward De Bono to implement parallel thinking in group Six colored hats correspond to six directions of thinking white, red, black, yellow, green, blue Set of rules to be followed by everyone Edward De Bono gave the concept of lateral thinking and his tools are widely used in Government and educational & commercial enterprises.
SIX THINKING HATS
SIX THINKING HATS - BENEFITS Maximum utilisation of intelligence, experience and knowledge of all the participants Huge time savings as members are thinking in parallel rather than argumenting Uses ego constructively in discussions In Argumentative thinking, ego is biggest obstacle to quick and effective thinking. One thing (information, emotions, caution, creativity, optimism, control) at a time Confusion is the biggest enemy of good thinking
SIX THINKING HATS - DETAILS
SIX THINKING HATS BENEFITS Brain is more sensitised to problems/issues than positive value in situation/idea Will help in finding positive values by deliberate effort and removing confusion Many great opportunities are lost just due to wrong assumptions and negative thinking Will help in assessing opportunities objectively by balancing emotions and creativity Customer and senior management always want solution and not problems Will help in finding 3-4 creative solutions to problems
SIX THINKING HATS HOW TO Guidelines There is no one right sequence to follow Some sequences are appropriate for exploration, some for problem solving, for dispute settlement , for decision making, and so forth A Blue hat should always be used both at the beginning and at the end of the session
SIX THINKING HATS 1ST BLUE HAT Why we are here What we are thinking about The defintion of the situation (or problem) Alternative defintions What we want to acheive Where we want to end up The background to the thinking, and A plan for the sequence of hats to be used
SIX THINKING HATS LAST BLUE HAT What we have acheived, Outcome, Conclusion, Design, Solution and Next steps
SIX THINKING HATS TESTIMONIALS NASA, IBM, DuPont, NTT, Shell, BP, Federal Ex and others Use six thinking hats successfuly for problem solving effectively and creatively Optus (Australia) Discussion is concluded in 45 minutes only even planned time was 4 hours ABB Cuts short project discussion time from 20 days to 2 days

More Related Content

Creative brainstorming six thinking hats

  • 2. CONTENTS Understand importance of thinking Argumentative vs. Parallel thinking Introduction of Six Thinking Hats Benefits of using Six Thinking Hats Details of Six Thinking Hats Usage in Work life Testimonials
  • 3. THINKING ABOUT THINKING Thinking defines quality of life including work performance, relationships and growth No problem can withstand the assault of sustained thinking. - Voltaire A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. Abraham Lincoln
  • 4. THINKING ABOUT THINKING The main difficulty of thinking is confusion Thinking is not same all the times; varies as per day, weather, mood, topic, vision of futue Difficulties in involving participants actively in meetings. Difficulties in changing long held perceptions of self and others Can thinking be controlled or directed to get better outcomes/decisions?
  • 5. ARGUMENTATIVE VS. PARALLEL THINKING Argumentative in a discusion each party deliberatly takes an opposite view Parallel each party looks in parallel from the same point of view Argumentative in case of disagreement one party tries to prove other party wrong Parallel both views of disagreement are put down in parallel. Decision is made, if required, later on Argumentative Generally based on What is Parallel based on What Can be
  • 6. SIX THINKING HATS Tool by Edward De Bono to implement parallel thinking in group Six colored hats correspond to six directions of thinking white, red, black, yellow, green, blue Set of rules to be followed by everyone Edward De Bono gave the concept of lateral thinking and his tools are widely used in Government and educational & commercial enterprises.
  • 8. SIX THINKING HATS - BENEFITS Maximum utilisation of intelligence, experience and knowledge of all the participants Huge time savings as members are thinking in parallel rather than argumenting Uses ego constructively in discussions In Argumentative thinking, ego is biggest obstacle to quick and effective thinking. One thing (information, emotions, caution, creativity, optimism, control) at a time Confusion is the biggest enemy of good thinking
  • 9. SIX THINKING HATS - DETAILS
  • 10. SIX THINKING HATS BENEFITS Brain is more sensitised to problems/issues than positive value in situation/idea Will help in finding positive values by deliberate effort and removing confusion Many great opportunities are lost just due to wrong assumptions and negative thinking Will help in assessing opportunities objectively by balancing emotions and creativity Customer and senior management always want solution and not problems Will help in finding 3-4 creative solutions to problems
  • 11. SIX THINKING HATS HOW TO Guidelines There is no one right sequence to follow Some sequences are appropriate for exploration, some for problem solving, for dispute settlement , for decision making, and so forth A Blue hat should always be used both at the beginning and at the end of the session
  • 12. SIX THINKING HATS 1ST BLUE HAT Why we are here What we are thinking about The defintion of the situation (or problem) Alternative defintions What we want to acheive Where we want to end up The background to the thinking, and A plan for the sequence of hats to be used
  • 13. SIX THINKING HATS LAST BLUE HAT What we have acheived, Outcome, Conclusion, Design, Solution and Next steps
  • 14. SIX THINKING HATS TESTIMONIALS NASA, IBM, DuPont, NTT, Shell, BP, Federal Ex and others Use six thinking hats successfuly for problem solving effectively and creatively Optus (Australia) Discussion is concluded in 45 minutes only even planned time was 4 hours ABB Cuts short project discussion time from 20 days to 2 days