1 / 85

Traditional Thinking

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

davis
Download Presentation

Traditional Thinking

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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.

  17. Thinking is a skill, that is all about using what you’ve got

  18. 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.

  19. 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.

  20. 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.

  21. The Six Thinking Hats

  22. Traditional Meeting

  23. Parallel Thinking

  24. Parallel Thinking

  25. Parallel Thinking

  26. Parallel Thinking

  27. Parallel Thinking

  28. 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

  30. 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

  33. 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 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?

  38. 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.

  39. The Six Thinking Hats • Which two hats do you feel more comfortable using? • Hat 1: __________________ • Hat 2: __________________

  40. 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 team’s effectiveness? • _____________________________ • _____________________________ • _____________________________ • _____________________________ • _____________________________

  42. The Six Thinking Hatsin Detail

  43. 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 FOCUS: Decide on what you what to think about TIME: Set limits and work within them

  49. 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

More Related