1. critical thinking
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Edward DeBono's Six Thinking Hats method identifies six distinct thinking states represented by colored hats: white for facts, red for emotions, black for weaknesses, yellow for benefits, green for creativity, and blue for process control. Each hat represents a different perspective or way of thinking about a topic to allow for a comprehensive analysis.
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This document discusses Edward de Bono's "Six Thinking Hats" model for separating thinking into six distinct modes associated with colored hats. The six hats are: blue for process/overview, white for objective facts, green for creativity/ideas, red for emotions/intuition, black for risks/critique, and yellow for benefits/optimism. The blue hat controls the discussion by deciding when to use each hat type to focus thinking on a particular perspective.
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6 thinking hats
The 6 Thinking hats ensures that groups think together in a focused manner, staying on task, & ensures that they focus their efforts on the most important elements of any issue being discussed.
Six Thinking Hats
The Six Thinking Hats method is a system created by Edward de Bono to encourage different perspectives when problem solving or making decisions. It structures thinking into six colored "hats" that each represent a different mode of thinking - white for facts, red for emotions, black for risks, yellow for benefits, green for creativity, and blue for process control. Using this system leads to improved decision making by forcing consideration of issues from different angles.
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The Six Thinking Hats method is a system created by Edward de Bono to encourage different perspectives when problem solving or making decisions. It structures thinking into six colored "hats" that each represent a different mode of thinking - white for facts, red for emotions, black for risks, yellow for positives, green for creativity, and blue for process control. Using this system leads to improved decision making by forcing consideration of issues from different angles.
Six Thinking Hats
Six Thinking Hats is a system designed by Edward de Bono.
It describes a tool for group discussion and individual thinking involving six colored hats.
Six thinking hats which needs to be adopted by Everyone.
Six Thinking Hats is a decision-making tool that uses six colored hats to represent different perspectives: yellow for optimism, green for creativity, red for emotion, white for facts, black for caution, and blue for process control. Considering problems from these angles provides a more well-rounded view and leads to better, more resilient decisions. Each hat signifies a particular viewpoint - yellow focuses on benefits, green encourages novel ideas, red incorporates feelings, white analyzes data, black looks at downsides, and blue manages discussion flow. Using the six hats framework allows for deliberate consideration of different aspects that may otherwise be overlooked.
Six thinking hats
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6 thinking hats
Edward de Bono developed the Six Thinking Hats method to improve productivity in group decision making. The method divides thinking into six colors or "hats" with each hat representing a different perspective or thought process: white for objective facts; yellow for optimism and benefits; black for caution and potential weaknesses; red for emotions; green for creative alternatives; and blue for managing the thinking process itself. Using the hats helps groups ensure all perspectives are considered in a structured manner to make better decisions.
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The Six Thinking Hats technique developed by Edward de Bono provides a simple and effective framework to experiment with different perspectives and thinking styles. There are six metaphorical hats - white (facts), yellow (optimism), black (caution), red (feelings), green (creativity), and blue (process control) - that represent distinct modes of thinking. By deliberately focusing thinking under each hat, it allows individuals and groups to consider challenges from different angles to arrive at better solutions and decisions. The technique aims to improve productivity, move beyond habitual thinking patterns, and incorporate both logic and emotion into rational decision making processes.
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The document discusses how to package solutions in a solution statement. A solution statement follows a formula: if [proposed solution] is implemented to address [described need], then [user] gets/enjoys [desired results]. It provides examples of need statements, proposed solutions, and corresponding solution statements for three scenarios: helping Thandi break the cycle of poverty through education, providing a girl access to healthcare and education to start a family when ready, and establishing a pan-African leadership school to create a transformed Africa.
4. costing & modeling
This document provides information on costing and modeling for an entrepreneurial venture. It defines fixed and variable costs, and provides an example of costing out a business idea of painting games on school playgrounds. The document estimates fixed costs such as website and supplies, variable costs like paint and transportation per game. It models the potential market size and revenue based on number of schools and percentage that may purchase. By estimating costs and potential earnings, it demonstrates how to calculate total costs and potential profit for a venture to evaluate viability.
3. site preparation
The document provides guidance for conducting site visit interviews. It recommends meeting interviewees in their natural environment to put them at ease and see relevant context. No more than 3 people should attend to avoid overwhelming interviewees. Conversations should be private to get honest responses. Interviewers should enter without agendas, refrain from judgments, ask permission before questioning, clarify doubts, avoid leading questions, be aware of body language, actively listen and allow thinking time, and remind interviewees there are no right answers. Roles like note takers, photographers, and quote-capturers can help capture information during interviews.
2. needs finalization & idea brainstorming
The document outlines the process of understanding community needs before designing solutions through empathy, needs mapping, and evaluating ideas. It discusses:
1) Building empathy to understand individuals and systems before designing solutions.
2) Mapping needs by category, location, users, and identifying root causes through different methods like the Six Hats technique.
3) Brainstorming solutions using Six Thinking Hats to consider information, emotions, flaws, benefits, creativity, and thinking about thinking.
1. impact assessment
The document discusses impact and how to measure it. Impact is defined as the tangible and intangible effects of one entity's actions on another. Examples provided include following a diet, going to the gym, taking SAT classes, and attending African Leadership Academy. For each example, potential metrics for measuring impact are outlined. These include things like weight lost, muscle mass gained, test scores improved, and professional or leadership positions attained by alumni. The document encourages thinking about how to measure the impact of products or services delivered, like through customer satisfaction surveys or assessing learning outcomes. It emphasizes the importance of defining relevant metrics to understand impact.
2. intro to prototyping
This document discusses using failure as feedback to improve and learn. It provides examples of quotes about failure from Thomas Edison, Henry Ford, Winston Churchill, and Robert F. Kennedy. These quotes illustrate that failure can lead to success if one learns from mistakes. The document also explains that learning from failure requires putting oneself in challenging situations where mistakes can happen, admitting to mistakes, and having courage to make changes.
3. needs identification (tools)
This document discusses approaches for identifying the needs of others, including empathy, beginner's mindset, interviews, questionnaires, shadowing, observation, and demonstration. It emphasizes putting oneself in another's shoes through empathy and entering situations without assumptions using a beginner's mindset. Specific techniques are outlined, such as observation without interpretation, listing possible reasons for behaviors, and asking to be shown how someone interacts with objects. The goal is to better understand people by developing relationships over time through active listening and flexibility.
4. introduction to feedback
The document provides an overview of the BUILD process for developing entrepreneurial solutions to social issues. The BUILD process involves five steps: Believe, Understand, Invent, Listen, and Deliver. It describes how each step was applied to develop solutions for improving curriculum and hygiene awareness at Ikageng Crèche in South Africa. Under the "Understand" step, community needs were identified in areas like curriculum, hygiene, and outdoor space. Under "Invent", potential solutions were brainstormed like new curriculum, games, and advertising. Through "Listen", feedback was gathered and solutions like new curriculum, games, and mats were selected. Under "Deliver", the solutions were implemented and their impact was
4. day 4 (proactivity & time management)
This document presents an "EL Journey Wheel" which is a tool used to help define concepts like proactivity and responsibility, and apply them to different scenarios. It does this using concentric circles to distinguish between factors that are within and outside of one's control ("Circle of Influence" and "Circle of Concern"). Several examples are given applying this framework to situations like traffic laws, school reputation, time management, and conflict resolution. The document emphasizes taking personal responsibility and initiative to address issues within one's influence, rather than focusing on external factors outside of control. Effective time management is identified as key to exercising proactivity and influence over one's circumstances.
3. day 3 (personal responsibility & proactivity)
This document provides an overview of the game "Beat My Match" and discusses the concepts of personal responsibility and proactivity. It includes:
1) The rules of "Beat My Match", a card game played in pairs where the goal is to get the highest number by subtracting cards played.
2) An example of how the scoring works in one round.
3) A scenario where the rules for one team are changed to allow communication while the other team cannot communicate or look at each other.
4) A discussion of self-awareness, personal responsibility, and being proactive rather than reactive to situations outside one's control.
2. day 2 (why leadership)
The document provides instructions for the Marshmallow Challenge, which involves building the tallest freestanding structure possible using only spaghetti, string, tape and a marshmallow within 18 minutes. Participants are instructed to have the entire marshmallow on top of the structure and are allowed to use as much or as little of the provided materials. They are not allowed to hold the structure once time runs out. The document then discusses different leadership paradigms such as hierarchical, heroic, technical, servant, situational, autocratic, paternalistic and democratic leadership. It provides examples of each paradigm and discusses their strengths and weaknesses. Finally, it provides homework assignments involving reading about personal vision, journaling about leadership paradigms used in the
1. day 1 (intro to el)
This document discusses entrepreneurial leadership. It provides an overview of opportunities for entrepreneurs in African industries such as retail, health, education, transportation, finance, and telecommunications. The document outlines six pillars for developing entrepreneurial leaders and shares the story of William Kamkwamba, an entrepreneurial leader from Africa. It also lists homework assignments which include reading about principles of personal vision, journaling about a leadership experience, defining leadership, and reflecting on reasons for attending a leadership program.
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1. critical thinking
- 2. Quiz How many elephants would fit into the library, floor to ceiling?
- 4. Edward DeBono’s Six Thinking Hats Six distinct states are identified and assigned a color: – White: (Information) Considering what information is available, what are the facts? – Red: (Emotions) Instinctive gut reaction or statements of emotional feeling (but not any justification) – Black: (Bad points judgment) Logic applied to identifying flaws or barriers, seeking mismatch – Yellow: (Good points judgment) Logic applied to identifying benefits, seeking harmony – An optimistic view – Green: (Creativity) Statements of provocation and investigation, seeing where a thought goes – Blue: (Thinking) Thinking about thinking
- 5. White Hat With White Hat thinking, 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.
- 6. 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.
- 7. Black Hat Using Black Hat thinking, look at all the weaknesses and negatives of the argument. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. 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.
- 8. 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.
- 9. 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
- 10. 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.
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