Six Thinking Hats Siddhesh
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Six Thinking Hats Siddhesh

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An amazing technique that will help you drive very effective meetings!

An amazing technique that will help you drive very effective meetings!

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Six Thinking Hats Siddhesh Six Thinking Hats Siddhesh Presentation Transcript

  • Six Thinking Hats Having Effective Meetings… Siddhesh Bhobe [email_address]
  • The Originator: Dr. Edward de Bono
    • M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar
    • World-renowned consultant to business, governments, schools and industry
    • Author of 62 books in 40 languages
    • Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools
  • Results across the World
    • Since 1993 over 200,000 trained
    • In use by many of the largest & most successful organizations worldwide including NASA, IBM, DuPont, Shell and ABB
    • Works well in different cultures
    • Applies at all levels & across disciplines
  • Case Studies
    • A division of Siemens reduced product development time by 50%.
    • ABB was able to reduce a series of multinational project meetings from 30 days to 2 days.
    • After learning de Bono creative thinking skills, fights between miners at a South African mine were reduced from 210 per month, to 4.
    • Statoil solved a problem on their oil rig costing one hundred thousand dollars a day, in 12 mins.
  • The Problem in Thinking
    • Western Culture encourages arguments – can lead to aggression, selection of facts to support your case
    • Eastern Culture suppresses discussions or questions – no free flow of ideas
    • Thinking involves taking too many different paths at one time – Emotions, Information, Logic, Hope and Creativity
    • Facts are selectively used, depending on whether it helps you reinforce your point of view
  • Parallel Thinking
    • Everyone thinks in the same direction at any given point
    • Directions can be changed – but everyone changes direction at the same time!
  • The Basics of the Hats
    • 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.
  • FOCUS Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action Plans
    • Green Hat
    • Creative Thinking
    • Possibilities  Alternatives
    • New Ideas  New Concepts
    • Overcome Black Hat Problems & Reinforce Yellow Hat Values
    Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given 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 White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It
  • White Hat
    • With this thinking hat you focus on the data available.
    • Look at the information you have, and see what you can learn from it.
    • Look for gaps in your knowledge, and either try to fill them or take account of them.
    • This is where you analyze past trends, and try to extrapolate from historical data.
  • White Hat Excludes…
    • Hunch
    • Intuition
    • Judgement based on past experience
    • Feeling
    • Impression
    • Opinion
    • These are important, but DO NOT belong to White Hat thinking!
  • White Hat – Is it a Fact or a Belief?
    • Many “facts” are simply personal beliefs or a comment made in good faith
      • I believe the Boeing 737 is the least noisy among all aircrafts
      • I think Map Point is cheaper than Google
    • Important to classify facts as
      • Checked fact
      • Unchecked fact (belief)
    • In White Hat thinking, facts should NOT be used to support or suppress a point of view – they should be neutral
  • Facts and Philosophy
    • “All swans are white” – truth backed by observation of 100 swans
    • Suddenly, you see a black swan
    • Now what?
      • Your “truth” becomes untrue
      • You can now say “By and large, swans are white”
      • You can also change the definition of a swan, such that whiteness becomes integral to the definition
      • Philosophy is about definitions and interpretations
    • White Hat thinking allows “by and large” and other such generalizations
  • Green Hat
    • The Green Hat stands for creativity.
    • This is where you can develop creative solutions to a problem.
    • It is a freewheeling way of thinking, in which there is little criticism of ideas.
  • Yellow Hat
    • The Yellow Hat helps you to think positively.
    • It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it.
    • Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
  • Black Hat
    • Becoming the Devil’s Advocate
    • Using Black Hat thinking, look at all the bad points of the decision. Try to see why it might not work.
    • Black Hat thinking helps to make your plans 'tougher' and more resilient.
    • It can also help you to spot fatal flaws and risks before you embark on a course of action.
  • Red Hat
    • 'Wearing' the Red Hat, you look at problems using intuition, gut reaction, and emotion.
    • Also try to think how other people will react emotionally.
    • Try to understand the responses of people who do not fully know your reasoning.
    • No need to justify or give reasons for the emotions
    • Useful to do a Red Hat session at the beginning, and then at the end to see whether people now feel differently
  • Blue Hat
    • The Blue Hat stands for process control.
    • This is the hat worn by people chairing meetings.
    • When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.
  • Using Sequence of Hats
    • No fixed rules, but can be used effectively to drive efficient meetings
    • Example sequence:
      • Blue Hat: Decide Agenda and Sequence
      • White Hat: State facts
      • Green Hat: Brainstorm
      • Yellow Hat: List Advantages
      • Black Hat: List Pitfalls and Disadvantages
      • Red Hat: See how people feel
      • Blue Hat: Take a final decision and assign Action Items
  • Facilitator’s Role
    • Define the focus of your thinking
    • Plan the sequence and timing of the thinking
    • Ask for changes in the thinking if needed
    • Handle requests from the group for changes in the thinking
    • Form periodic or final summaries of the thinking for consideration by the team
  • Participant’s Role
    • Follow the lead of Six Thinking Hats facilitator
    • Stick to the hat (type of thinking) that is in current use
    • Try to work within the time limits
    • Contribute honestly & fully under each of the hats
  • Rules of the Game
    • You have to follow the rules of the game!
    • Hats describe direction to be followed, not people.
    • Blue Hat needs to be worn by the facilitator at all times – else you can end up fighting on what hat to wear next!
    • Everyone has to wear the same color hat at any one time – you cannot have different people wearing different hats at the same time!
    • Do not try to change personalities – if you are aggressive, you can continue to be so, as long as your aggression is in the correct direction required at that time!
  • Let’s Think!!! Siddhesh Bhobe ( [email_address] )