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Traditional Thinking. Describe you current style of thinking. ___________________________ ___________________________ ___________________________ ___________________________ ___________________________ ___________________________. Describe you current style of thinking - example.

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describe you current style of thinking
Describe you current style of thinking
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
describe you current style of thinking example
Describe you current style of thinking - example
  • Logical and analytical
  • Somewhat creative
  • Like to talk things out
  • Bounce ideas off people
what are your thinking strengths
What are your thinking strengths?
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
what are your thinking strengths example
What are your thinking strengths? - example
  • Good problem solver
  • Good team worker
  • Fun thinker
what are your thinking weaknesses
What are your thinking weaknesses?
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
what are your thinking weaknesses example
What are your thinking weaknesses? - example
  • Not very lateral
  • Not good at being critical
  • Not good at overviews
  • Sometimes miss big picture of sequencing
how is it working for you
How is it working for you?
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
how is it working for you example
How is it working for you? -example
  • Fine at the moment
  • Always room for improvement
  • Often miss the obvious
where do you do your best thinking
Where do you do your best thinking?
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
in your group do some thinking around
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
in your group do some thinking around1
In your group, do some thinking around
  • Write down where you focused your thinking
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
now individually
Now individually
  • Write down any observations you have regarding the thinking behaviours of the group.
  • ___________________________
  • ___________________________
  • ___________________________
  • ___________________________
edward de bono
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.
thinking is a skill that is all about using what you ve got1
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.

thinking is a skill that is all about using what you ve got2
Thinking is a skill, that is all about using what you’ve got

A poor driver won’t get a good

perfomance out of a great car.

An excellent driver will get great

performance, even out of a banger.

thinking is a skill that is all about using what you ve got3
Thinking is a skill, that is all about using what you’ve got

A very intelligent person with bad

thinking skills won’t be creative.

A person of average intelligence with

good thinking skills can be very creative.

the six thinking hats2
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
the six thinking hats3
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
the six thinking hats4
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
the six thinking hats5
The Six Thinking Hats

Managing the Thinking

Setting the focus

Making summaries

Overviews & conclusions

Action Plans

Blue Hat

FOCUS

the six thinking hats6
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

the six thinking hats7
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

the six thinking hats8
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

the six thinking hats9
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

the six thinking hats10
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

the six thinking hats11
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 won’t/didn’t 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?

the six thinking hats12
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.
the six thinking hats13
The Six Thinking Hats
  • Which two hats do you feel more comfortable using?
  • Hat 1: __________________
  • Hat 2: __________________
the six thinking hats14
The Six Thinking Hats
  • Which two hats do you feel dominate in your team/organisation?
  • Hat 1: __________________
  • Hat 2: __________________
the six thinking hats15
The Six Thinking Hats
  • What impact does that have on your team’s effectiveness?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the blue hat1
The Blue Hat
  • FACILITATOR ROLE
  • The role of the facilitator
  • Focuses and refocuses thinking
  • Makes calls for the group to make decisions
the blue hat2
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?
the blue hat3
The Blue Hat
  • Describe a typical meeting
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the blue hat4
The Blue Hat
  • Which of your meetings would benefit from the Six Thinking Hats framework?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the blue hat5
The Blue Hat

TECHNIQUE:

Choose the right hat or tool

FOCUS:

Decide on what you what to think about

TIME:

Set limits and work within them

the blue hat6
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: _______________________
the white hat1
The White Hat
  • FACTS AND LOGIC
  • Separates fact from speculation
  • Specifies action needed to fill gaps
  • Assesses the relevance and accuracy of information
the white hat2
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?
the white hat3
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
the white hat4
The White Hat
  • What do we know?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the white hat5
The White Hat
  • What do we need to know?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the white hat6
The White Hat
  • Where are we going to get the information we need to know?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the white hat7
The White Hat
  • What OPVs should we consider? Who are these people and what are their views?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the red hat1
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
the red hat2
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?
the red hat3
The Red Hat
  • How do you currently manage your feelings?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the red hat4
The Red Hat
  • How are emotions dealt with on your team?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the red hat5
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 _______
the red hat6
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?
the red hat7
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)?
the yellow hat1
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
the yellow hat2
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?
the yellow hat3
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
the black hat1
The Black Hat
  • LOGICAL NEGATIVES
  • Explores why an idea may not work
  • Must give logical reasons for concerns
  • Points out difficulties
the black hat2
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?
the black hat3
The Black Hat
  • Is there someone you work with who tends to overuse black hat thinking? What is the impact?
  • _____________________________
  • _____________________________
  • _____________________________
  • _____________________________
the black hat4
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
the green hat1
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
the green hat2
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?
the green hat3
The Green Hat
  • What is holding your team back from being creative? (Creative Barriers)
  • ____________________________
  • ____________________________
  • ____________________________
  • ____________________________
  • ____________________________
the green hat4
The Green Hat
  • Thinking of other uses for:
  • Balloon Golf Tee

___________________ ___________________

___________________ ___________________

___________________ ___________________

  • Toothbrush Paperclip

___________________ ___________________

___________________ ___________________

___________________ ___________________

the green hat5
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______

___________________ ___________________

the green hat6
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
the green hat7
The Green Hat
  • Generate Ideas on
  • Focus 1: Reducing traffic congestion
  • Focus 2: Increasing leisure time
the six thinking hats16
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?”
the six thinking hats17
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?”
the six thinking hats18
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