Traditional Thinking

1
Traditional Thinking
2
Describe you current style of thinking

• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________

3
Describe you current style of thinking - example

• Logical and analytical
• Somewhat creative
• Like to talk things out
• Bounce ideas off people

4
What are your thinking strengths?

• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________

5
What are your thinking strengths? - example

• Good problem solver
• Good team worker
• Fun thinker

6
What are your thinking weaknesses?

• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________

7
What are your thinking weaknesses? - example

• Not very lateral
• Not good at being critical
• Not good at overviews
• Sometimes miss big picture of sequencing

8
How is it working for you?

• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________

9
How is it working for you? -example

• Fine at the moment
• Always room for improvement
• Often miss the obvious

10
Where do you do your best thinking?

• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________

11
Where do you do your best thinking? - example

• In the shower
• In my dreams

12
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

13
In your group, do some thinking around

• Write down where you focused your thinking
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________
• ___________________________

14
Now individually

• Write down any observations you have regarding
  the thinking behaviours of the group.
• ___________________________
• ___________________________
• ___________________________
• ___________________________

15
The Six Thinking Hats
16
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
youve got
18
Thinking is a skill, that is all about using what
youve got
An excellent driver will get great performance,
even out of a banger.
19
Thinking is a skill, that is all about using what
youve got
A poor driver wont get a good perfomance out of
a great car.
An excellent driver will get great performance,
even out of a banger.
20
Thinking is a skill, that is all about using what
youve got
A very intelligent person with bad thinking
skills wont be creative.
A person of average intelligence with good
thinking skills can be very creative.
21
The Six Thinking Hats

22
Traditional Meeting

23
Parallel Thinking

24
Parallel Thinking

25
Parallel Thinking
26
Parallel Thinking

27
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

29
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

31
The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
Blue Hat
FOCUS
32
The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
Black Hat
Blue Hat
Why it may not work Cautions Dangers Problems
Faults Logical reasons must be given
FOCUS
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The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
Black Hat
Blue Hat
Why it may not work Cautions Dangers Problems
Faults Logical reasons must be given
FOCUS
Feelings and Intuition Emotions and hunches No
reasons or justifications At this point Keep it
short
Red Hat
34
The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
Black Hat
Blue Hat
Why it may not work Cautions Dangers Problems
Faults Logical reasons must be given
FOCUS
Feelings and Intuition Emotions and hunches No
reasons or justifications At this point Keep it
short
Green Hat
Red Hat
Creative Thinking Possibilities
Alternatives New Ideas New Thinking Overcome
black hat issues Reinforce yellow hat issues
35
The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
Black Hat
Blue Hat
Why it may not work Cautions Dangers Problems
Faults Logical reasons must be given
FOCUS
Why it may work Values Benefits (both known and
potential) Logical reasons must be given
Feelings and Intuition Emotions and hunches No
reasons or justifications At this point Keep it
short
Green Hat
Yellow Hat
Red Hat
Creative Thinking Possibilities
Alternatives New Ideas New Thinking Overcome
black hat issues Reinforce yellow hat issues
36
The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
White Hat
Black Hat
Blue Hat
Information Data Neutral and objective Checked
and believed facts Missing information Where
to source it
Why it may not work Cautions Dangers Problems
Faults Logical reasons must be given
FOCUS
Why it may work Values Benefits (both known and
potential) Logical reasons must be given
Feelings and Intuition Emotions and hunches No
reasons or justifications At this point Keep it
short
Green Hat
Yellow Hat
Red Hat
Creative Thinking Possibilities
Alternatives New Ideas New Thinking Overcome
black hat issues Reinforce yellow hat issues
37
The Six Thinking Hats
Managing the Thinking How do we sequence the
events Explain? Summarize. What is your
conclusion? What next? Action plan? What is the
main idea?
White Hat
Black Hat
Blue Hat
Information Data Who, what, when, where? What
do you know about? What are the facts about? What
do you need to know? Where do you locate this?
Why it may not work What are the risks of? Why
wont/didnt this work? What were the
difficulties of? What are the consequences
of? What should you be cautious about?
Questions
Questions
FOCUS
Why it may work What are the benefits? What is
good about? What is a positive outcomes? What is
the value? Can this be made to work?
Feelings and Intuition What does your intuition
tell you? Did your feelings change? How? What
prejudices are present? What are you feeling
now? What is your hunch about?
Green Hat
Yellow Hat
Red Hat
Creative Thinking What 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?
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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 __________________

41
The Six Thinking Hats

• What impact does that have on your teams
  effectiveness?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

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The Six Thinking Hatsin Detail
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The Blue Hat
44
The Blue Hat

• FACILITATOR ROLE
• The role of the facilitator
• Focuses and refocuses thinking
• Makes calls for the group to make decisions

45
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?

46
The Blue Hat

• Describe a typical meeting
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

47
The Blue Hat

• Which of your meetings would benefit from the Six
  Thinking Hats framework?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

48
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 _______________________

50
The White Hat
51
The White Hat

• FACTS AND LOGIC
• Separates fact from speculation
• Specifies action needed to fill gaps
• Assesses the relevance and accuracy of information

52
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?

53
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?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

55
The White Hat

• What do we need to know?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

56
The White Hat

• Where are we going to get the information we need
  to know?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

57
The White Hat

• What OPVs should we consider? Who are these
  people and what are their views?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

58
The Red Hat
59
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

60
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?

61
The Red Hat

• How do you currently manage your feelings?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

62
The Red Hat

• How are emotions dealt with on your team?
• _____________________________
• _____________________________
• _____________________________
• _____________________________
• _____________________________

63
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 _______

64
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?

65
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
67
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

68
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?

69
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

70
The Black Hat
71
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 wont/didnt this work?
• What did you dislike about?
• What are the risks of?

73
The Black Hat

• Is there someone you work with who tends to
  overuse black hat thinking? What is the impact?
• _____________________________
• _____________________________
• _____________________________
• _____________________________

74
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
76
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?

78
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_____

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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?

85
The Six Thinking Hats
Managing the Thinking Setting the focus Making
summaries Overviews conclusions Action Plans
White Hat
Black Hat
Blue Hat
Information Data Neutral and objective Checked
and believed facts Missing information Where
to source it
Why it may not work Cautions Dangers Problems
Faults Logical reasons must be given
FOCUS
Why it may work Values Benefits (both known and
potential) Logical reasons must be given
Feelings and Intuition Emotions and hunches No
reasons or justifications At this point Keep it
short
Green Hat
Yellow Hat
Red Hat
Creative Thinking Possibilities
Alternatives New Ideas New Thinking Overcome
black hat issues Reinforce yellow hat issues