Six Thinking Hats Siddhesh

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

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Six Thinking Hats Siddhesh

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

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