Introductory presentation on Edward de Bono's Six Thinking Hats method for thinking, creativity and innovation. I personally used to have such colored hats in my office and a DND sign...
Stage 1 & 2
Self-Centred Level which is determined by personal needs & wants and consequences of an act (Stealing 50000 is worse than stealing 5000)
Stage 3 & 4
Conformity Level which is based on conforming & upholding the conventions & expectations of the society (Stealing 50000 is the same as stealing 5000)
Stage 5 & 6
Principled Level based on internalized principles of individual (one must look at the context before passing judgement)
This document discusses Stephen Covey's 7 Habits of Highly Effective People. It summarizes each habit: be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit, it provides explanations and examples to illustrate key concepts like being response-able, focusing on relationships over schedules, celebrating differences, and balancing productivity with self-renewal. The overall message is that practicing these habits can help people lead more effective and fulfilling lives.
Six Thinking Hats is a technique that structures group discussion and individual thinking by assigning a colored "hat" to represent six different perspectives. Each participant wears the same colored hat at a given time to focus thinking from a single viewpoint. The perspectives are white (facts), red (emotions), black (caution), yellow (optimism), green (creativity), and blue (organization and control of the process). The technique aims to improve thinking by addressing different modes of thought in a structured, systematic way.
Creative problem solving with six thinking hatsNihad Farish
This document introduces the Six Thinking Hats technique created by Edward de Bono. It discusses that the technique uses six colored hats to represent six different perspectives or types of thinking: white for objective facts, red for emotions, black for caution, yellow for optimism, green for creativity, and blue for control. The hats help groups look at problems and decisions from different angles in parallel to avoid confusion. Using the hats provides structure to discussions and allows the consideration of various viewpoints to generate better solutions.
The document discusses different types and approaches to thinking, including adversarial thinking, parallel thinking, separating ego from performance, considering alternatives and options, and using different "thinking hats" to generate a full spectrum of ideas. It emphasizes generating more thinking and options, being sensitive to emotions, and considering both benefits and criticisms rather than just one perspective.
Six hats thinking [art of parallel thinking]Nadeem Yousaf
The document introduces the Six Thinking Hats method created by Edward de Bono for parallel thinking. It describes each of the six hats (white, red, black, yellow, green, blue) and their purposes. The white hat focuses on objective facts, the red hat on feelings and intuition, the black hat on caution and potential issues, the yellow hat on benefits and optimism, the green hat on new ideas and creativity, and the blue hat on managing the thinking process. Using the hats allows a group to examine an issue from different perspectives in a structured yet informal way to improve decision making.
Six-Hats Technique
•Many major international organisations use this technique for problem solving
•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
•In a group we can ask members to „put on‟ different hats in a sequence to aide the problem solving process
•This can help overcome the problem of each group member adopting random positions at random times
•It also permits us to control people who insist of sticking to one perspective (ie. negative) -we can ask them to assume a different hat.
Stage 1 & 2
Self-Centred Level which is determined by personal needs & wants and consequences of an act (Stealing 50000 is worse than stealing 5000)
Stage 3 & 4
Conformity Level which is based on conforming & upholding the conventions & expectations of the society (Stealing 50000 is the same as stealing 5000)
Stage 5 & 6
Principled Level based on internalized principles of individual (one must look at the context before passing judgement)
This document discusses Stephen Covey's 7 Habits of Highly Effective People. It summarizes each habit: be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit, it provides explanations and examples to illustrate key concepts like being response-able, focusing on relationships over schedules, celebrating differences, and balancing productivity with self-renewal. The overall message is that practicing these habits can help people lead more effective and fulfilling lives.
Six Thinking Hats is a technique that structures group discussion and individual thinking by assigning a colored "hat" to represent six different perspectives. Each participant wears the same colored hat at a given time to focus thinking from a single viewpoint. The perspectives are white (facts), red (emotions), black (caution), yellow (optimism), green (creativity), and blue (organization and control of the process). The technique aims to improve thinking by addressing different modes of thought in a structured, systematic way.
Creative problem solving with six thinking hatsNihad Farish
This document introduces the Six Thinking Hats technique created by Edward de Bono. It discusses that the technique uses six colored hats to represent six different perspectives or types of thinking: white for objective facts, red for emotions, black for caution, yellow for optimism, green for creativity, and blue for control. The hats help groups look at problems and decisions from different angles in parallel to avoid confusion. Using the hats provides structure to discussions and allows the consideration of various viewpoints to generate better solutions.
The document discusses different types and approaches to thinking, including adversarial thinking, parallel thinking, separating ego from performance, considering alternatives and options, and using different "thinking hats" to generate a full spectrum of ideas. It emphasizes generating more thinking and options, being sensitive to emotions, and considering both benefits and criticisms rather than just one perspective.
Six hats thinking [art of parallel thinking]Nadeem Yousaf
The document introduces the Six Thinking Hats method created by Edward de Bono for parallel thinking. It describes each of the six hats (white, red, black, yellow, green, blue) and their purposes. The white hat focuses on objective facts, the red hat on feelings and intuition, the black hat on caution and potential issues, the yellow hat on benefits and optimism, the green hat on new ideas and creativity, and the blue hat on managing the thinking process. Using the hats allows a group to examine an issue from different perspectives in a structured yet informal way to improve decision making.
Six-Hats Technique
•Many major international organisations use this technique for problem solving
•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
•In a group we can ask members to „put on‟ different hats in a sequence to aide the problem solving process
•This can help overcome the problem of each group member adopting random positions at random times
•It also permits us to control people who insist of sticking to one perspective (ie. negative) -we can ask them to assume a different hat.
De bonos six thinking hats powerpoint presentation templatesSlideTeam.net
De Bono's Six Thinking Hats is a technique that uses six colored hats to represent six different thinking perspectives or styles. The perspectives are: white for objective facts, red for emotions, black for judgment, yellow for positive aspects, green for creative thinking, and blue for process control. The technique aims to structure group discussions to reduce cognitive biases and encourage participants to examine ideas from different points of view.
1. The document discusses various types of thinking including critical thinking, creative thinking, linear thinking, and random thinking.
2. It contrasts critical thinking and creative thinking, noting that critical thinking involves analysis and judgment while creative thinking is expansive, non-judgmental, and focuses on developing unique ideas.
3. The document presents models for thinking including the kayak with two paddles representing critical and creative thinking, and the six thinking hats method which categorizes different types of thinking into white, red, black, yellow, green, and blue 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.
6 Thniking Hats - A powerful Decision Making technique created by Edward de bono helps you to take several important perspectives into consideration, it forces you to think beyond your habitual thinking style and take a rounded view of any situation and thus helps in effetive decision making
This document discusses empowering teams through assertive leadership and negotiation. It describes passive, aggressive, and assertive behaviors and provides tips for being assertively such as describing issues, expressing feelings, and specifying wants. Negotiation strategies like reciprocity and reason are outlined. Methods to counter influencing attempts and overcome blocks to empowerment are also presented. The key is empowering oneself and others through believing in shared capabilities, freedom of choice, and responsibility while maintaining role clarity.
This document discusses the 6 Thinking Hats method of parallel thinking created by Edward de Bono. The 6 Thinking Hats method involves assigning different colored hats to different modes of thinking (e.g. red hat for emotions, black hat for caution). Participants discuss an issue by each donning the same colored hat at once to focus thinking in that mode, before switching hats. This allows for constructive, creative exploration of an issue while removing ego. The document outlines the advantages of parallel thinking with hats, how to apply the method in thinking, meetings, and presentations, and provides an example of its use.
This document introduces the Six Thinking Hats method for structured thinking and discussion. It outlines six colored hats that each represent a different perspective or mode of thinking: white for objective facts; red for emotions and feelings; black for cautionary thoughts; yellow for optimism and benefits; green for creative ideas; and blue for process control. The method aims to improve thinking by considering perspectives sequentially rather than simultaneously, focusing discussion and allowing diverse viewpoints. Benefits include using more of our thinking abilities, reducing ego and confrontation, and creating more effective plans.
The document presents information about personality types. It defines personality as characteristic patterns of thinking, feeling and acting. It discusses the Big Five personality traits of neuroticism, extraversion, openness, agreeableness, and conscientiousness. It also covers personality terms like locus of control, Machiavellianism, self-esteem, and self-monitoring. Finally, it describes the four main personality types based on whether people are extroverted or introverted, sensing or intuitive, thinking or feeling, and judging or perceiving.
Here are a few key points to consider when building a balanced team:
- Look for complementary skills - people with different strengths who can learn from each other
- Diversity in perspectives and problem-solving approaches leads to more innovative solutions
- Roles should be clearly defined so people understand how their work fits into the bigger picture
- Maintain a mix of experience levels so junior staff can learn from more experienced ones
- Personalities should balance out so there are both leaders and followers, extroverts and introverts
The goal is a team where each person enhances the work of others through their unique qualities and contributions. With the right blend of talents, a high-functioning team can achieve more than any
This document introduces the Six Thinking Hats technique for structured thinking and decision making. The technique requires individuals or groups to imagine wearing colored hats that represent different perspectives or modes of thinking. The six hats are: Blue for process control, White for objective facts, Yellow for optimism, Green for creativity, Red for emotions, and Black for caution. By deliberately switching between these hats, groups can consider problems from different angles to make better decisions. The document provides examples of questions to ask while wearing each hat to guide the associated type of thinking.
This document provides an overview of the Six Thinking Hats method created by Dr. Edward de Bono for structured group discussion and decision making. The Six Thinking Hats include White (facts), Red (intuition), Black (judgment), Yellow (benefits), Green (creativity), and Blue (process). Groups address topics by having parallel discussions from the perspective of each hat's role. The hats are meant to structure thinking rather than categorize people. Using the hats helps groups avoid common pitfalls, focus thinking one topic at a time, and align their problem-solving process.
The document describes Edward de Bono's Six Thinking Hats method for structured thinking and problem solving. The method involves using six colored hats to represent six different perspectives or modes of thinking - white for objective facts, yellow for optimism, green for creativity, red for feelings, black for caution, and blue for managing the process. By having all participants think from the same hat perspective at once, it allows thinking to become parallel rather than adversarial and can improve exploration, save time, and foster collaborative thinking and innovation when addressing problems.
Zachary Hayter received a student feedback report analyzing his personality type based on the Golden Personality model. The report found that Zachary's personality type is ENTJ (Extraverted, Intuitive, Thinking, Judging). As an ENTJ, Zachary naturally seeks to lead and enjoys developing innovative solutions. He prefers to make logical decisions and maintain an organized approach. The report provides further details on how Zachary typically responds to stress and interacts with others based on his ENTJ personality type.
1) The document discusses developing signature presence, which is the unique set of attitudes and assets that define how an individual shows up for others. It involves understanding one's strengths, values, and how to communicate in powerful ways.
2) The reflective journal prompts the reader to reflect on qualities of admired individuals, their own strengths and talents, values and virtues, and how to apply this self-knowledge to show up authentically for others.
3) Developing signature presence involves deep self-reflection to understand how to communicate one's essence and have confidence, ease and impact with others. The journal is designed to guide this reflective process of discovery.
- Lateral thinking is a term coined by Edward de Bono to describe methods of thinking concerned with changing concepts and perceptions.
- De Bono developed the "Six Thinking Hats" model as an aid to creative thinking. The model involves thinking from six different perspectives represented by colored hats - red for feelings, white for facts, yellow for positives, black for caution, green for creativity, and blue for control.
- The document discusses lateral and creative thinking and provides examples of applying the Six Thinking Hats model to different thinking tasks and scenarios.
The Six Thinking Hats method is a tool created by Edward de Bono in 1985 to help individuals and teams think about decisions from different perspectives. It uses six colored hats to represent different directions of thinking - white for facts, red for feelings, black for caution, yellow for benefits, green for creativity, and blue for process control. People discussing an issue each wear the same colored hat at the designated time to explore the topic from that perspective before moving to the next hat. This allows for parallel thinking and keeps egos in check while ensuring all aspects of an issue are considered in a systematic sequence.
This document discusses critical thinking for information development. It defines critical thinking as a process of self-regulatory judgment that drives problem-solving and decision-making. It also identifies barriers to critical thinking such as poor reading/listening skills and prejudice. Additionally, it outlines reasons for thinking critically such as enhancing language skills and promoting creativity. The document provides tips for thinking critically such as understanding logical connections, identifying inconsistencies, and focusing on accuracy and empathic thinking. It concludes with references for further reading.
The document describes the six thinking hats method for structured thinking and discussion. It involves wearing metaphorical hats with different colors to represent types of thinking. The six hats are: blue for control/process, white for objective facts, red for emotions/feelings, black for caution/risks, yellow for optimism/benefits, and green for creativity/new ideas. When wearing a colored hat, people are only allowed to think from that perspective to avoid confusion and encourage different viewpoints. The goal is structured, comprehensive thinking to make better decisions.
Livia Goh completed a strengths survey that identified her top 5 themes: Empathy, Developer, Intellection, Context, and Connectedness. The summary provides insights into each theme based on her individual results. Empathy suggests she is acutely aware of others' feelings and experiences. As a Developer, she enjoys inspiring and cheering others. Intellection indicates she finds pleasure in deep thought and generating new ideas. Context shows an interest in history and understanding the present through the past. Connectedness reflects a belief in the links between all things and people.
The document introduces Edward de Bono's method of parallel thinking using six colored thinking hats. Each hat represents a different perspective or thought process: white for objective facts, red for emotions, black for caution, yellow for benefits, green for creative ideas, and blue for organization and control. The six hats method structures group discussions to consider an issue from different angles in a set sequence, allowing for a more comprehensive analysis that incorporates logic, creativity, and feelings. Applying the hats helps remove ego and confrontation from problem solving so groups can effectively generate, evaluate, and implement solutions.
Dr. Edward de Bono developed the Six Thinking Hats approach to parallel thinking. The approach divides thinking into six colors or "hats" that each represent a different perspective or thought process: white for objective facts; red for feelings; yellow for optimism and benefits; black for caution; green for creativity; and blue for organization and meta-thinking. By focusing discussion under only one hat at a time, it promotes different types of thinking in a structured yet flexible way to solve problems and make decisions.
De bonos six thinking hats powerpoint presentation templatesSlideTeam.net
De Bono's Six Thinking Hats is a technique that uses six colored hats to represent six different thinking perspectives or styles. The perspectives are: white for objective facts, red for emotions, black for judgment, yellow for positive aspects, green for creative thinking, and blue for process control. The technique aims to structure group discussions to reduce cognitive biases and encourage participants to examine ideas from different points of view.
1. The document discusses various types of thinking including critical thinking, creative thinking, linear thinking, and random thinking.
2. It contrasts critical thinking and creative thinking, noting that critical thinking involves analysis and judgment while creative thinking is expansive, non-judgmental, and focuses on developing unique ideas.
3. The document presents models for thinking including the kayak with two paddles representing critical and creative thinking, and the six thinking hats method which categorizes different types of thinking into white, red, black, yellow, green, and blue 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.
6 Thniking Hats - A powerful Decision Making technique created by Edward de bono helps you to take several important perspectives into consideration, it forces you to think beyond your habitual thinking style and take a rounded view of any situation and thus helps in effetive decision making
This document discusses empowering teams through assertive leadership and negotiation. It describes passive, aggressive, and assertive behaviors and provides tips for being assertively such as describing issues, expressing feelings, and specifying wants. Negotiation strategies like reciprocity and reason are outlined. Methods to counter influencing attempts and overcome blocks to empowerment are also presented. The key is empowering oneself and others through believing in shared capabilities, freedom of choice, and responsibility while maintaining role clarity.
This document discusses the 6 Thinking Hats method of parallel thinking created by Edward de Bono. The 6 Thinking Hats method involves assigning different colored hats to different modes of thinking (e.g. red hat for emotions, black hat for caution). Participants discuss an issue by each donning the same colored hat at once to focus thinking in that mode, before switching hats. This allows for constructive, creative exploration of an issue while removing ego. The document outlines the advantages of parallel thinking with hats, how to apply the method in thinking, meetings, and presentations, and provides an example of its use.
This document introduces the Six Thinking Hats method for structured thinking and discussion. It outlines six colored hats that each represent a different perspective or mode of thinking: white for objective facts; red for emotions and feelings; black for cautionary thoughts; yellow for optimism and benefits; green for creative ideas; and blue for process control. The method aims to improve thinking by considering perspectives sequentially rather than simultaneously, focusing discussion and allowing diverse viewpoints. Benefits include using more of our thinking abilities, reducing ego and confrontation, and creating more effective plans.
The document presents information about personality types. It defines personality as characteristic patterns of thinking, feeling and acting. It discusses the Big Five personality traits of neuroticism, extraversion, openness, agreeableness, and conscientiousness. It also covers personality terms like locus of control, Machiavellianism, self-esteem, and self-monitoring. Finally, it describes the four main personality types based on whether people are extroverted or introverted, sensing or intuitive, thinking or feeling, and judging or perceiving.
Here are a few key points to consider when building a balanced team:
- Look for complementary skills - people with different strengths who can learn from each other
- Diversity in perspectives and problem-solving approaches leads to more innovative solutions
- Roles should be clearly defined so people understand how their work fits into the bigger picture
- Maintain a mix of experience levels so junior staff can learn from more experienced ones
- Personalities should balance out so there are both leaders and followers, extroverts and introverts
The goal is a team where each person enhances the work of others through their unique qualities and contributions. With the right blend of talents, a high-functioning team can achieve more than any
This document introduces the Six Thinking Hats technique for structured thinking and decision making. The technique requires individuals or groups to imagine wearing colored hats that represent different perspectives or modes of thinking. The six hats are: Blue for process control, White for objective facts, Yellow for optimism, Green for creativity, Red for emotions, and Black for caution. By deliberately switching between these hats, groups can consider problems from different angles to make better decisions. The document provides examples of questions to ask while wearing each hat to guide the associated type of thinking.
This document provides an overview of the Six Thinking Hats method created by Dr. Edward de Bono for structured group discussion and decision making. The Six Thinking Hats include White (facts), Red (intuition), Black (judgment), Yellow (benefits), Green (creativity), and Blue (process). Groups address topics by having parallel discussions from the perspective of each hat's role. The hats are meant to structure thinking rather than categorize people. Using the hats helps groups avoid common pitfalls, focus thinking one topic at a time, and align their problem-solving process.
The document describes Edward de Bono's Six Thinking Hats method for structured thinking and problem solving. The method involves using six colored hats to represent six different perspectives or modes of thinking - white for objective facts, yellow for optimism, green for creativity, red for feelings, black for caution, and blue for managing the process. By having all participants think from the same hat perspective at once, it allows thinking to become parallel rather than adversarial and can improve exploration, save time, and foster collaborative thinking and innovation when addressing problems.
Zachary Hayter received a student feedback report analyzing his personality type based on the Golden Personality model. The report found that Zachary's personality type is ENTJ (Extraverted, Intuitive, Thinking, Judging). As an ENTJ, Zachary naturally seeks to lead and enjoys developing innovative solutions. He prefers to make logical decisions and maintain an organized approach. The report provides further details on how Zachary typically responds to stress and interacts with others based on his ENTJ personality type.
1) The document discusses developing signature presence, which is the unique set of attitudes and assets that define how an individual shows up for others. It involves understanding one's strengths, values, and how to communicate in powerful ways.
2) The reflective journal prompts the reader to reflect on qualities of admired individuals, their own strengths and talents, values and virtues, and how to apply this self-knowledge to show up authentically for others.
3) Developing signature presence involves deep self-reflection to understand how to communicate one's essence and have confidence, ease and impact with others. The journal is designed to guide this reflective process of discovery.
- Lateral thinking is a term coined by Edward de Bono to describe methods of thinking concerned with changing concepts and perceptions.
- De Bono developed the "Six Thinking Hats" model as an aid to creative thinking. The model involves thinking from six different perspectives represented by colored hats - red for feelings, white for facts, yellow for positives, black for caution, green for creativity, and blue for control.
- The document discusses lateral and creative thinking and provides examples of applying the Six Thinking Hats model to different thinking tasks and scenarios.
The Six Thinking Hats method is a tool created by Edward de Bono in 1985 to help individuals and teams think about decisions from different perspectives. It uses six colored hats to represent different directions of thinking - white for facts, red for feelings, black for caution, yellow for benefits, green for creativity, and blue for process control. People discussing an issue each wear the same colored hat at the designated time to explore the topic from that perspective before moving to the next hat. This allows for parallel thinking and keeps egos in check while ensuring all aspects of an issue are considered in a systematic sequence.
This document discusses critical thinking for information development. It defines critical thinking as a process of self-regulatory judgment that drives problem-solving and decision-making. It also identifies barriers to critical thinking such as poor reading/listening skills and prejudice. Additionally, it outlines reasons for thinking critically such as enhancing language skills and promoting creativity. The document provides tips for thinking critically such as understanding logical connections, identifying inconsistencies, and focusing on accuracy and empathic thinking. It concludes with references for further reading.
The document describes the six thinking hats method for structured thinking and discussion. It involves wearing metaphorical hats with different colors to represent types of thinking. The six hats are: blue for control/process, white for objective facts, red for emotions/feelings, black for caution/risks, yellow for optimism/benefits, and green for creativity/new ideas. When wearing a colored hat, people are only allowed to think from that perspective to avoid confusion and encourage different viewpoints. The goal is structured, comprehensive thinking to make better decisions.
Livia Goh completed a strengths survey that identified her top 5 themes: Empathy, Developer, Intellection, Context, and Connectedness. The summary provides insights into each theme based on her individual results. Empathy suggests she is acutely aware of others' feelings and experiences. As a Developer, she enjoys inspiring and cheering others. Intellection indicates she finds pleasure in deep thought and generating new ideas. Context shows an interest in history and understanding the present through the past. Connectedness reflects a belief in the links between all things and people.
The document introduces Edward de Bono's method of parallel thinking using six colored thinking hats. Each hat represents a different perspective or thought process: white for objective facts, red for emotions, black for caution, yellow for benefits, green for creative ideas, and blue for organization and control. The six hats method structures group discussions to consider an issue from different angles in a set sequence, allowing for a more comprehensive analysis that incorporates logic, creativity, and feelings. Applying the hats helps remove ego and confrontation from problem solving so groups can effectively generate, evaluate, and implement solutions.
Dr. Edward de Bono developed the Six Thinking Hats approach to parallel thinking. The approach divides thinking into six colors or "hats" that each represent a different perspective or thought process: white for objective facts; red for feelings; yellow for optimism and benefits; black for caution; green for creativity; and blue for organization and meta-thinking. By focusing discussion under only one hat at a time, it promotes different types of thinking in a structured yet flexible way to solve problems and make decisions.
The document discusses the Six Thinking Hats method for structured thinking and debate preparation. The method involves thinking about an issue from six perspectives represented by colored hats: red for feelings, white for facts, black for cautions, yellow for benefits, green for creative solutions, and blue for process. When preparing for a debate, the suggested sequence is to start with the red hat to identify one's emotional response, then the white hat to research needed facts, followed by the yellow, black, and green hats to generate arguments for and against the issue before countering objections. The Six Thinking Hats provides a framework to direct thinking attention systematically to different aspects of critical thinking.
Six Thinking Hats is a self-help book which describes a tool for group discussion and individual thinking involving six colored hats. "Six Thinking Hats" and the associated idea parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively.
Coloured hats are used as metaphors for each direction. Switching to a direction is symbolized by the act of putting on a coloured hat, either literally or metaphorically. These metaphors allow for a more complete and elaborate segregation of the thinking directions. The six thinking hats indicate problems and solutions about an idea the thinker may come up with.
The document discusses the Myers-Briggs Type Indicator (MBTI) personality assessment tool. It explains the four dichotomies used in MBTI - Attitude (Extroversion vs Introversion), Perceiving (Sensing vs Intuition), Judging (Thinking vs Feeling), and Lifestyle (Judging vs Perceiving). For each dichotomy, it provides descriptions of the preferences and tips on how to interact with someone of that preference. The document also includes descriptions of the 16 personality types that result from the combinations of the four dichotomies.
This document introduces the Six Thinking Hats method for structured thinking and discussion. It outlines six colored hats that each represent a different perspective or mode of thinking: white for objective facts; red for emotions and feelings; black for cautionary thoughts; yellow for optimism and benefits; green for creative ideas; and blue for process control. The method aims to improve thinking by considering perspectives sequentially rather than simultaneously, focusing discussion and allowing all participants to think both within and against their typical preferences and viewpoints. Benefits include establishing a shared language, leveraging diversity of thought, focusing discussions, reducing ego and confrontation, and efficiently creating and evaluating plans.
Here is how I would approach this problem using critical thinking:
1. Carefully examine the problem and understand the goal (connect all 9 dots using 4 straight lines without lifting your pen).
2. Consider alternative approaches and think creatively ("outside the box"). The typical way of connecting dots line-by-line won't work here.
3. Apply logical reasoning and recognize patterns (the dots are arranged in a 3x3 grid).
4. Draw lines diagonally between opposite corners to form an X shape, then draw the remaining horizontal and vertical lines to connect all dots.
By taking an unconventional approach, thinking flexibly about different connections between dots, and applying logical reasoning to recognize the underlying pattern
Thinking is a complex process at time when you are in search of a solution. But this & HATS THINKING EXERCISE will help you to find a solution from all perspective-A tool for finding a solution
This document discusses Edward de Bono's "7 Thinking Hats" technique for effective problem solving. It describes the different colored hats that represent distinct perspectives: Blue for process, Red for emotions, White for facts, Yellow for benefits, Green for creativity, Black for judgment, and Royal Blue for conclusion. Each hat has sample questions to guide thinking from that perspective. The document advocates using different hat sequences depending on the problem, and notes advantages like adding structure, increasing productivity, reducing conflict, and inspiring creative thinking.
Learning Objective: Increase professional leadership qualities, confidence, and competence
Are you playing the game, or is the game playing you? Great Leadership happens when you understand the game and sharpen the right tools to play effectively. Achieving greatness is no easy task. Each person has a unique path with its own set of challenges and obstacles to overcome. As emerging leaders, you must explore who you are and understand how all life experiences contribute value to your journey. On this path, most will discover that success is about embracing and using your individuality to achieve greatness. On this path, you will discover that great men make great leaders. What truly makes you great? Who do you consider great? This seminar will explore life and leadership while examining the impact of hip-hop culture and its impact on definitions and perspectives of success.
At the end of this seminar, participants will be able to:
a. Explore characteristics of great men and ways to maintain and gain respect.
b. Identify effective leadership qualities.
c. Examine basic “success” rules and ways to ways to manage corporate politics.
d. Discuss ways to overcome challenges and stereotypes.
e. Explore themes and lyrics of “hip hop” culture and its impact on perspectives of success.
Lateral thinking is an indirect and creative approach to problem-solving that differs from traditional step-by-step logic. It was coined by Edward de Bono in 1967 and involves generating novel ideas by breaking from typical thinking patterns. Lateral thinking tools can ideate new possibilities while vertical thinking critically analyzes statements. The Six Thinking Hats technique developed by de Bono uses colored hats to represent different thinking perspectives like intuition (red) and creativity (green) to obtain a well-rounded view. Examples of lateral thinking include Jenner's vaccine development, Ford's assembly line production, and 3D crosswalk safety designs.
Dr. Priti Sonar has over 14 years of teaching experience and 7 years of administrative experience. She holds many educational qualifications including M.A., M.Com, M.Ed., NET, DSM, CCG, CCVE, and Ph.D. She is currently pursuing an MBA. Dr. Sonar was formerly a member of the Board of Studies at SNDT Women's University.
THE SIX THINKING HATS: LOOKING AT A DECISION FROM ALL POINTS OF VIEW Mapua Institute of Technology-Makati City , Philippines [Sept. 5, 2010]
Looking for customized in-house training sessions that fit your needs, particularly in the Philippines? Please send me an email at clarencegapostol@gmail.com or WhatsApp +971507678124. When your request is received I will follow up with you as soon as possible.Thank you!
1) The document discusses creativity and innovation, providing quotes about imagination, problem-solving, and getting good ideas.
2) It also summarizes information about the Pepino fruit, facts about India, and the four roles in the creative process.
3) Finally, it outlines ways to enhance personal creativity such as accepting there is no right answer, not following rules, asking "what if?", thinking outside your area, going for ambiguity, and believing in yourself.
Revised psychology, influence, persuasion and nlp tds versionrobertlaunchpodium
This document summarizes techniques for persuasive communication and influence from the fields of psychology, NLP, and hypnosis. It discusses:
1. Methods of influence like reciprocity, commitment, social proof, authority, and reactance that can be used consciously or unconsciously in persuasion.
2. NLP and hypnotic language patterns for getting someone to do what you want by making them think it's their idea, seeing things differently, and using agreement frames.
3. The importance of asking questions to avoid direct commands, get commitments from others, and steer people towards your preferred conclusions in a subtle way. Stories and examples from others can also influence without directly telling someone what to think.
Revised psychology, influence, persuasion and nlp tds versionMason Weiss
This document summarizes techniques for persuasive communication and influence from the fields of psychology, NLP, and hypnosis. It discusses:
1. Methods of influence like reciprocity, commitment, social proof, authority, and reactance that can be used consciously or unconsciously in persuasion.
2. NLP and hypnotic language patterns for getting someone to do what you want by making them think it's their idea, seeing things differently, and using agreement frames.
3. The importance of asking questions instead of making direct commands to avoid resistance and get the other person to provide the answer you want to influence them.
Negotiations: Separate the People from the ProblemJohn Cousins
This document discusses how to separate people from problems in negotiations. It emphasizes that negotiators are human beings prone to emotions, biases, and differing perspectives. To have successful negotiations, one must acknowledge these human aspects and work to understand other parties' perceptions without judgment. Key strategies include listening actively, addressing emotions respectfully, focusing on interests not positions, and reframing the problem as a shared one to solve rather than an interpersonal conflict. The goal is to maintain a cooperative relationship while productively discussing the substantive issues.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
1. Six Thinking Hats
By Edward De Bono
1
Method for Thinking and Brainstorming – Hand Notes
Sharon Fridman (Fridy), Fridy@neustar.biz, @s_fridy, Oct 2007, v1.0
3. Introduction
• Thinking Process Basics
• What takes us beyond animals
• Cherry on the cream for mankind ability
• Those happy with their thinking are usually those whose thinking
purpose = proving they are right
• Success of self rather than the team
• Putting your thinking hat Declarative intentional thinking
• Mixture & Confusion (facts, hope, balance, ego, charisma, me in
unit) One at the time
• Six Hats Usage
• 1984 Olympiad (1 hour lecture) – Time magazine man of the
year
• NTT, IBM, DuPont, Ericsson, Shell, American Standard
3
4. Approaches
• ~Western (with a slightly negative tone)
• State your opinion and fight!
• Ego – Win or lose – Listen in order to contradict
• Self confidence – “Charisma” - IMNSHO
• Hierarchy, Position, Politics
• Being argumentative and critical
• Dialectics can criticize what’s in front of you but not make
new offers
• ~Eastern (mainly Japanese, “beatified”)
• Open possibilities
• Separate the thinking person from the thinking matter itself
• No need to get down to earth to feel a fruitful idea
• Listening! Co-operation!
• “Operacy” = Doing and the involved thinking
• Goals, Priorities, Alternatives… 4
5. Six Hats - Basics
White Black Green
Tabula Rasa Dark Judge Growth
•Naturalism •Pessimism •New ideas
•Informative •Caution •Creativity
•Impartial •Critical Think •Options
Red Yellow Blue
Fire, Blood Sun Light Sky – “God”
•Emotions •Optimism •Calm - Order
•Intuition •Positivism •Control
•Feelings •Speculative •Observe
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7. Reasoning
• Mapping / Scanning thinking – Proactive thinking
• Pretend to think - If it smells like shit…
• Avoiding Assumptions – Words can kill
• Avoiding Confusion – Concentrate on one aspect
• Diversity - Allow each perspective time and space
• Intention - Allow time for thinking and creativity
• Symbolism – non offensive thinking targeting
• Intuition and Feelings – Allowed (PMS for all)
• Balancing – Full palette, pairs, group-based
• Methods: Alone and in Group
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8. Technique
• Select a hat – “Customized” thinking
• Wear the hat – And role the dice… (Role playing)
• While wearing a hat your “self” is protected by the hat color!
• Instruct other/s (single/group) to wear a colored hat
• Focus only on certain aspects (shut up otherwise!)
• Force people to change their usual / preferred color
• All must use all (when needed) – Crucial to success
• Recommended Order (white / green / yellow / black / red) -
blue
• Needed point of view - On demand
• Training
• Deployment of that game in “easy” meetings to harvest on crisis
management, conflicts and dogmatism
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9. Advantages
• Defined and accepted role playing game – Rules
• Mapping and not confronting
• PIN – Positive / Interesting / Negative
• Protecting the ego/self…
• Focus on intention
• Conformable – To act, to ask, to be
• All speak the same language - Babelfishism
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10. White Board
•“Computer” – Natural, Objective - Scientist
•Facts on the table only
• No interpretation
• Focus
•However relevant information is possible even if not 100% -
Off-White thinking
•Is it actually a fact or an assumption from a confident man?
•2nd degree facts = “assumptionals” – Confidence level
•The white rule - No fact should be presented on a higher
degree of proof than it actually is
•No personal view is allowed in white hat!
• Discipline 10
11. White Hat (#2)
• Argument occasionally contains both facts and
subjective approach – separate the man from the boys!
• Western methodology show consequence and then
supporting evidence – Turn it around!
• Darwinism - Westerns hold opinions and persuade
others – the stronger survives!
• Japanese Style
• The meaning of a meeting is to listen
• No one has a perfect solution
• Spiral reordering of pieces of ideas to the solution
• Two columns
• Validated facts
• Non-validated “facts”
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12. White Hat – Ex.
“In which factual territory do we live?”
“Is it a validated fact?”
“What information is lacking?”
“What additional information we need?”
“How can we obtain that information?”
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13. Red Hat (Chili Peppers)
•Emotions - Feelings – Intuition – Observations
•No need for logical grounds or explanations
•Non-Rational aspects can be revealed in a controlled
manner while painting the map
•Feeling should be taken into consideration when thinking
•Intuition as a complex experience based judgment – But
can be wrong and should be verified as such
•Personal views allowed as feeling (black/green support
other methods) if emotional driven
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14. Red Hat #2
•Relate to the conduct of the meeting as well in an
emotional way
•Must maintain artificiality in usage – so ideas stem from
the hat and not from ourselves…
•We can criticize without hurting, less need for powerful
wording, facing and mimics
•We can wear the mask and un-wear it at will
•Excessive use is forbidden and perilous
•“Is that offer acceptable had you initiated it?”
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15. Red Hat – Ex.
“This is what I feel regarding the success of this
project…”
“My stomach aches about this direction…”
“I don’t like the way it has been done”
“My intuition tells me we must have external API soon”
(too bad it didn’t…)
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16. Black Mist
•Negative but Logical – Pessimism - Focus on failures
•Criticisms (which is often black only) and judgmental
•Too much comfortable for most westerns – force them to
use it when needed ONLY
•Must stand to reason when written and not only when
presented by charismatic personality
•Must be separated from positivism (“fair” people usually give
some small insignificant disadvantages for their own opinion)
•NOT argumentative, nor emotional
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17. Black Hat #2
• No need to be “honest” and respect both sides
• No need for premature balancing
• Black hat limits negative-prone people!
• “Satan defense counsel”
• Find thinking mistakes presented by white hat
• Need a lot of imagination – Murphy's laws
• Show alternatives as proof to mishaps
• Risks – Fallacies – Pitfalls
• Negative-Speculative overall balancing
17
18. Dealing with Afro-Americans…
1. Pinpoint, relate and recognize the weak points
2. Show views why the negative is unlikely – Cover black
with white Tipex
3. Admit the danger and prepare rescue plans
4. Deny the possibility – Black vs. Black!
5. Alternatives - Use yellow and green
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19. Black Hat #3
• Easy – Easy – Easy…
• Fast satisfaction denying others
• Approving of others make them superior?!?
• Hidden “Red Hat” syndrome
• Initial “Darwin” negative scan – Fear identification
• Yellow / Green BEFORE black
• Applicability
• Improve by pinpointing weaknesses
• Black does not initiate but reject
• So cannot be first claiming: If we passed black…
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20. Black Hat – Ex.
Basis:
“Is the factual foundation solid?”
“Are all derivatives do true consequences?”
“Are there any other possible consequences?”
“What can go / be wrong?”
“Rules and regulations prohibit us from doing it”
“He has no experience in marketing”
“Last time that we raised prices – sales went down”
“What are the risks?”
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21. Yellow is Brave!
•Bright and optimistic (hope) – Balance to darkness
•Judgmental and not surrealistic – Speculation allowed
•Positive thinking – Being Constructive
• Curious – Search not only assessment
• “Greed” – What is the best possible scenario
• Initiator – Make things happen – Focus on action items
•Focus on advantages – both immediate and future
•Most people use this ONLY on their ideas, or beneficial to
them – No need for such motives
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22. Yellow Hat #2
• Reaction – Positive evaluation
• Solving problems
• Improvement – “TQM” like (there is always something
better out there)
• Taking chances – Opportunism
• Vision beyond positive-speculation
• No need to be “fancy” – Efficiency rather than innovation
(Greenish time…)
22
23. Yellow Hat – Ex.
“It will be efficient in the long run”
“Is it possible that lowering the price will increase volume
and overall revenues?”
“If…”
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24. Green Mile
• Creativity – Lateral thinking - Breaking of concepts
• Ideas – Let those seeds grow! And collect them
• Innovations – New horizons – Change
• Attitude – Intention – Break for creativity
• Yellow shed light in the dark – Green invent halogen!
• PO - Provocations – Stimulation - A-Symmetric
• Reversing / Runaway / Distortion / Exaggeration
• Mind Experiments - Prototyping
• MVP – Most valuable Perspective (Hat)
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25. Green Hat #2
• Need discipline and guidance – technique
• Variations – Alternation – Endless dissatisfaction
• Random Change (word) – Logic in absurd
• Concepts – Grouping – Generalize
• Challenge – Doubt – Any level is a good level but usually
stay on brief
• Active Movement – Lean forward rather than backward
• Layering
• Not linked associations
• Spring-Board
• First not best policy
• Not “Born” or genetic – Education!
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26. Green Hat – Ex.
Basics:
“What does this idea encapsulate?”
“What is interesting in this idea?”
“What is different in this idea?”
“Where does it lead us?”
Is there another way?
Is there another explanation?
Is there?
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27. Blue Chip
• Think about thinking
• Coordination – Management – Control - Order
• Calm – Cool – “Disconnected”
• Structure – Priorities – Direction
• Ask the right questions
• Focus on goals / problems / time / need / balance
• Must when “alone”
• Step by Step: Goal-Input-Solutions-Choose-Act
• Usually assign “Creative Directors”
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28. Blue Hat #2
• Strategy
• Products – Tasks – Protocol – Distribution
• Results – Conclusions – Responsibility
• Can share this hat and pass it
• Stop any arguments!
• Official
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29. Blue Hat – Ex.
“What is the underlying problem?”
“We need green thinking here”
“Those tasks are assigned…”
“We wasted too much time on finding whose to blame –
no more”
“Can you give us the essence of your idea?”
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