TM 2913 : Kemahiran Maklumat dan Komunikasi

1. TM 2913 : Kemahiran Maklumat dan Komunikasi Puan Junaidah Mohamed Kassim Junaidah@ftsm.ukm.my 8921 6669

2. Modul 5 Kemahiran Berfikir Secara Lateral Dan Paralel

3. Objektif Kuliah • Memahami konsep dan teknik pemikiran kritis secara lateral dan paralel • Mengetahui cara untuk menggunakan teknik ‘six thinking hats’ • Membuat keputusan dengan lebih kreatif dan seimbang

4. Brainstorming • Kumpulan 1 – • A man is lying dead in a room. There is a large pile of gold and jewels on the floor, a chandelier attached to the ceiling and a large open window. • Kumpulan 2 – • A man goes into a restaurant, orders albatross, eats one bite and kills himself.

5. Kumpulan 3 • A man is driving his car. He returns on the radio, listens for five minutes, turns around goes home and shoots his wife. • Kumpulan 4 • A woman buys a new pair of shoes, goes to work and dies.

6. Kumpulan 5 • A man is alone on an island with no food and no water, yet he does not fear for his life • Kumpulan 6 • A writer with an audience of millions insisted that he never to be interrupted while writing. After the day when actually was interrupted, he never wrote again.

7. Pendahuluan • ‘lateral’ dicipta oleh Edward de Bono pada tahun 1967 • Digunakan utk memisahkan idea2 yg sudah lama digunakan dan dipercayai baik dan betul • Pemikiran lateral menggunakan teknik spesifik yang sengaja dipakai utk terbitkan idea baru

8. Definisi Pemikiran Lateral • “You cannot dig a hole in a different place by digging the same hole deeper” • “Lateral Thinking is for changing concept and perceptions instead of trying harder with the same concepts and perceptions” • “In self-organizing information systems, asymmetric pattern are formed. Lateral Thinking is a method for cutting across from one pattern to another” Edward de Bono

9. Pemikiran Lateral • Mengajar kita bagaimana utk berfikir scr kreatif • Mengubah masalah kepada peluang • Mencari penyelesaian – menggunakan teknik dan peralatannya • Memberi kuasa kepada kita utk menerbitkan idea2 yang bernas dan boleh digunakan utk menyelesaikan masalah

10. Suggest LateralThinking If You Hear… 1. Management shoots down all of our ideas.

11. Because Lateral Thinking Will Give managers the tools to encourage and reward the creative EFFORT that must become a habit before you can get consistently innovative results. Give employees the tools to assess and improve ideas before submitting them.

12. Suggest LateralThinking If You Hear… 2. Creative people are a nuisance. They’re always getting out of line.

13. Because Lateral Thinking Will Teach managers how to perceive creative intrusions as a valuable tool for checking blind spots and biases. Creative ideas are often jarring. Give collaborative employees the tools to generate creative ideas on demand. You do not have to rely on a flock of born rebels to “buck the system.”

14. Suggest LateralThinking If You Hear… 3. We don’t have time to go through all that trial and error.

15. Because Lateral Thinking Will Teach managers to be alert for new opportunities at every stage as ideas are explored. Give employees tools that speed up the innovation process.

16. Suggest LateralThinking If You Hear… 4. Creative people are so off-the-wall. Their ideas are never feasible.

17. Because Lateral Thinking Will Give everyone the tools of provocation and movement so they know how to get value from initially unworkable ideas. Teach everyone how to harvest, tailor, and shape ideas to make them more practical.

18. Suggest LateralThinking If You Hear… 5. This company doesn’t see mistakes as progress. We quit too soon.

19. Because Lateral Thinking Will Give everyone tools to assess and minimize risk. Teach everyone how to perceive failures as necessary steps in the creative process. Enable everyone to learn from their mistakes.

20. Suggest LateralThinking If You Hear… 6. We don’t know what to be creative about.

21. Because Lateral Thinking Will Teach all how to develop and work on a Creative Hit List.

22. Suggest LateralThinking If You Hear… 7. We don’t need new ideas. We’re already aligned about what we’re doing/where we’re going/how to get there.

23. Because Lateral Thinking Will Teach everyone the absolute necessity of applying the creative process continuously to every strategy, process, assumption, product, and practice, in our rapidly changing world.

24. Lateral Thinking:Four Step Process Edward de Bono’sCreative Thinking Process Results: New Ideas GET STARTED Select & Define Focus Capture & Workwith Output Generate Ideas

25. Teknik-teknik Pemikiran Lateral • Utk menghasilkan provokasi dalam minda • De Bono tlh melabelkan setiap idea provokatif dgn perkataan PO (Provocative Operation) • Contoh ‘PO siswazah FTSM UKM kurang mahir dalam pengaturcaraan’ • Terdapat pelbagai cara utk mendebatkan provokasi ini.

26. 5 sumber Provokasi • Provokasi tak sengaja • Timbul dr idea tak sengaja – radar (guna glmbg radio) • Penyongsangan • Songsangkan dari cerita asal – posmen hntr surat • Lari • Lari drpd asal kejadian – kamera tiada filem • Angan-angan kosong • fantasi- - bina bangunan berbentuk bulat • Gila-gila • Apa saja yang mungkin utk membuat provokasi – lembu terbang

27. Alat-alat Berfikir • AGO – Aims, Goals and Objectives • APC – Alternatives, Possibilities, Choices • CAF – Consider All Factors • OPV – Other People Views • C & S – Consequence and Sequel • FIP – First Important Priorities • PMI – Plus, Minus, Interesting

28. PMI – Plus Minus Interesting • P – senaraikan semua yang baik • M – senaraikan semua yang buruk • I – senaraikan semua yang selainnya tetapi menarik untuk difikirkan selanjutnya.

29. Pemikiran Paralel • Satu teknik yang dicipta oleh De Bono utk digunakan dalam pemikiran lateral • Kaedah yang digunakan utk pemikiran paralel adalah Kaedah Enam Topi Berfikir (Six Thinking Hats) • Tidak boleh memakai kesemua topi serentak kerana boleh menjadi keliru dan berkecamuk • Seharusnya memakai satu topi pada satu waktu

30. The Basics • There are six different imaginary hats that you can put on or take off. • Think of the “hats” as thinking icons. • Each hat is a different color and represents a different type or mode of thinking. • We all wear the same hat (do the same type of thinking) at the same time. • When we change hats - we change our thinking.

31. Benefits Of TheSix Thinking Hat Framework Adversarial • Parallel Improve Exploration Save Time Improve Creativity & Innovation Foster Collaborative Thinking

32. Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action Plans White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given FOCUS Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Red Hat Feelings & Intuition Emotions Or Hunches “At This Point” No Reasons or Justification Keep It Short • Green Hat • Creative Thinking • Possibilities  Alternatives • New Ideas  New Concepts • Overcome Black Hat Problems & Reinforce Yellow Hat Values

33. Topi hijau • Pemikiran kreatif • Hijau – otak yg subur dgn idea2 • Mencari idea alternatif – adakah idea lain??? • Tidak perdulikan sama ada idea tersebut betul atau salah – keluarkan idea sahaja • Sebaiknya dipakai ketika mula berfikir – (brainstorming)

34. Topi Kuning • Pemikiran kontruktif / membina • Kuning- hari yg cerah, menggambarkan konsep positif • Mencari segala faedah, kebaikan dan manfaat drpd idea oleh topi Hijau • Semua idea boleh jadi idea yg baik • Idea yg lemah blh diperbaiki- tidak ada yg mustahil • Sesuai dipakai bila mendengar idea2 yg mempunyai banyak kelemahan

35. Topi Merah • Pemikiran emotif dan nilai • Merah – rasa ghairah dan nafsu, mengambil kira aspek emosi dan instuisi semada berfikir • Contoh – apa perasaan seseorang?…dsb • Sesuai dipakai selepas mengambil kira semua fakta yang ada • Perlu mengambilkira soal perasaan dan gerak hati kerana tdk berguna jika org ramai tidak suka dan tdk mahu menerimanya.

36. Topi Hitam • Pemikiran kritikal dan negatif • Hitam – menggambarkan malam yg gelap, menunjukkan keadaan yg tiada harapan. • Diminta mencari semua yg salah, tidak jelas, yang sukar, berisiko dan berbahaya. • Berguna utk menghasilkan pelan darurat & sistem keselamatan • Situasi yg sesuai adalah sebelum membuat sebarang tindakan

37. Topi Putih • Pemikiran Objektif • Bertujuan utk mencari maklumat • Contoh – berapa? Siapa? Dimana? Bila?dsb • Tiada emosi terlibat dlm pencarian maklumat • Tidak timbul masalah suka/tidak, terima/tidak • Sesuai dipakai sebelum membuat sebarang keputusan memilih mana2 alternatif

38. Topi Biru • Topi yang teratas utk mengawasi topi lain bekerja. Menguruskan proses berfikir • “thinking about the thinking needed to explore the subject” • Set the focus : Defines the problems and shapes the Q • Responsible for summaries, overview and conclusion • Concern with metacognitive

39. Example: The directors of a property company are looking at whether they should construct a new office building. The economy is doing well, and the amount of unrented office space is reducing sharply. As part of their decision they decide to use the 6 Thinking Hats technique during a planning meeting. Contoh

40. With the White Hat, they analyze the data they have. They examine the trend in unrented office space, which shows a sharp reduction. They anticipate that by the time the office block would be completed, that there will be a severe shortage of office space. Current government projections show steady economic growth for at least the construction period.

41. With Red Hat thinking, some of the directors think the proposed building looks quite ugly. While it would be highly cost-effective, they worry that people would not like to work in it.

42. When they think with the Black Hat, they worry that government projections may be wrong. The economy may be about to enter a 'cyclical downturn', in which case the office building may be empty for a long time. If the building is not attractive, then companies will choose to work in another better-looking building at the same rent.

43. With the Yellow Hat, however, if the economy holds up and their projections are correct, the company stands to make a great deal of money. If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.

44. With Green Hat thinking they consider whether they should change the design to make the building more pleasant. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term to buy up property at a low cost when a recession comes.

45. The Blue Hat has been used by the chair of the meeting to move between the different thinking styles. He or she may have needed to keep other members of the team from switching styles, or from criticizing other peoples' points.

46. Kesimpulan • Pelbagai analisis perlu difikirkan sebelum membuat sebarang keputusan – menggunakan kemahiran berfikir secara kritis dan lateral • Teknik2 dan kaedah2 yang diperkenalkan dapat membantu utk menjana idea dan membuat keputusan yang lebih berkesan dan memanfaatkan semua pihak.

47. Sekian, terima kasih 9 Julai 2003