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Thinking power


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Thinking power

  1. 1. 6 Thinking Hats Edward De Bono
  2. 2. The human brain
  3. 3. Brian hemispheres <ul><li>LEFT BRAIN FUNCTIONS   uses logic detail oriented facts rule words and language present and past math and science can comprehend Knowing acknowledges order/pattern perception knows object name reality based forms strategies practical safe </li></ul><ul><li>RIGHT BRAIN FUNCTIONS   uses feeling &quot;big picture&quot; oriented imagination rules symbols and images present and future philosophy & religion can &quot;get it&quot; (i.e. meaning) believes appreciates spatial perception knows object function fantasy based presents possibilities impetuous risk taking </li></ul>
  4. 4. Intelligence <ul><li>Gardner defines an &quot;intelligence&quot; as a group of abilities that: </li></ul><ul><li>Is somewhat autonomous from other human capacities. </li></ul><ul><li>Has a core set of information-processing operations. </li></ul><ul><li>Has a distinct history in the stages of development we each pass through. </li></ul><ul><li>Has plausible roots in evolutionary history </li></ul>
  5. 5. 7 things that comprises intelligence <ul><li>Verbal-Linguistic --The ability to use words and language </li></ul><ul><li>Logical-Mathematical --The capacity for inductive and deductive thinking and reasoning, as well as the use of numbers and the recognition of abstract patterns </li></ul><ul><li>Visual-Spatial --The ability to visualize objects and spatial dimensions, and create internal images and pictures </li></ul><ul><li>Body-Kinesthetic --The wisdom of the body and the ability to control physical motion </li></ul><ul><li>Musical-Rhythmic --The ability to recognize tonal patterns and sounds, as well as a sensitivity to rhythms and beats </li></ul><ul><li>Interpersonal --The capacity for person-to-person communications and relationships </li></ul><ul><li>Intrapersonal --The spiritual, inner states of being, self-reflection, and awareness </li></ul>
  6. 6. The phenomenal power of the human mind   I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg The phaonmneal pweor of the hmuan mnid! Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer inwaht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh, and I awlyas thought slpeling was ipmorantt.
  7. 7. How is a paradigm formed ?
  8. 8. A group of scientists placed 5 monkeys in a cage and in the middle, a ladder with bananas on the top.
  9. 9. Every time a monkey went up the ladder, the scientists soaked the rest of the monkeys with cold water.
  10. 10. After a while, every time a monkey went up the ladder, the others beat up the one on the ladder.
  11. 11. After some time, no monkey dare to go up the ladder regardless of the temptation.
  12. 12. Scientists then decided to substitute one of the monkeys. The 1 st thing this new monkey did was to go up the ladder. Immediately the other monkeys beat him up. After several beatings, the new member learned not to climb the ladder even though never knew why.
  13. 13. A 2 nd monkey was substituted and the same occurred. The 1 st monkey participated on the beating for the 2 nd monkey. A 3 rd monkey was changed and the same was repeated (beating). The 4 th was substituted and the beating was repeated and finally the 5 th monkey was replaced.
  14. 14. What was left was a group of 5 monkeys that even though never received a cold shower, continued to beat up any monkey who attempted to climb the ladder.
  15. 15. If it was possible to ask the monkeys why they would beat up all those who attempted to go up the ladder….. I bet you the answer would be…. “ I don’t know – that’s how things are done around here” Does it sounds familiar?
  16. 16. &quot;Only two things are infinite : The universe and human stupidity. And I am not so sure about the former.&quot; Albert Einstein
  17. 17. Dr. Edward De Bono <ul><li>Edward De Bono is a world-known expert in creative thinking. The 6 Thinking Hats is one such technique. </li></ul><ul><li>The main idea is to have the group only “wear one hat at a time” when considering a problem. The wearing of the hat is metaphorical. At any one time, everyone will wear the same colour, in other words, look at the problem at hand from only one perspective, the perspective indicated by the hat colour. </li></ul>
  18. 25. Six Hats <ul><li>The White Hat: calls for information known or needed. &quot;The facts, just the facts.&quot; </li></ul><ul><li>The Yellow Hat: symbolises brightness and optimism. You can explore the positives and probe for value and benefit </li></ul><ul><li>The Black Hat: signifies caution and critical thinking - do not overuse! Why something may not work </li></ul><ul><li>The Red Hat: signifies feelings, hunches and intuition - the place where emotions are placed without explanation </li></ul><ul><li>The Green Hat: focuses on creativity, possibilities, alternatives and new ideas. It is an opportunity to express new concepts and new perceptions - lateral thinking could be used here </li></ul><ul><li>The Blue Hat: is used to manage the thinking process. It ensures that the 'Six Thinking Hats' guidelines are observed. </li></ul>
  19. 26. Benefits: <ul><li>Reduce conflict </li></ul><ul><li>Look at decisions and problems systematically </li></ul><ul><li>Achieve results </li></ul><ul><li>Generate more and better ideas </li></ul><ul><li>Think clearly </li></ul><ul><li>Improve team results </li></ul><ul><li>Solve problems, innovate and create. </li></ul><ul><li>Allow to say things without risk </li></ul><ul><li>Create awareness that there are multiple perspectives on the issue at hand </li></ul><ul><li>Convenient mechanism for 'switching gears' </li></ul><ul><li>Rules for the game of thinking </li></ul><ul><li>Focus thinking </li></ul><ul><li>Lead to more creative thinking </li></ul><ul><li>Improve communication </li></ul><ul><li>Improve decision making </li></ul>
  20. 27. Teams and Individuals learn &quot;How to&quot;: <ul><li>Adopt a deliberate thinking process for solving problems and finding opportunities </li></ul><ul><li>Reduce adversarial interactions between team members </li></ul><ul><li>Stimulate innovating by focusing creative energy </li></ul><ul><li>Create dynamic and positive meetings that make people want to participate </li></ul><ul><li>Spot opportunities where others see problems </li></ul><ul><li>See beyond the obvious </li></ul><ul><li>View problems from new and unusual angles </li></ul><ul><li>See all sides of a situation </li></ul><ul><li>Keep egos and 'turf protection' in check </li></ul><ul><li>Save time. </li></ul><ul><li>Isolate the types of thinking - negatives, positives etc </li></ul><ul><li>Identify information that is missing or needed </li></ul><ul><li>Spot dangers and potential problems and ways to overcome and avoid them </li></ul>
  21. 28. *         Follow the instruction below. *         1) Stare at the 4 little dots on the middle of the picture for 30 seconds *         2) then look at a wall near you *         3) a bright spot will appear *         4) twinkle a few times and you‘ll see a figure *         5) What do you see? Or even WHO do you see?
  22. 29. Thank you