The document describes Edward de Bono's Six Thinking Hats technique for decision making. It involves analyzing decisions from six perspectives represented by colored hats: white for facts, red for feelings, black for caution, yellow for benefits, green for creativity, and blue for process control. The technique aims to get a more well-rounded view of problems by considering different thinking styles. An example is provided of a company using the hats to discuss building a new office building. Some limitations are that participants may passively agree without reconsidering views or feel overwhelmed by generated data. Overall, the technique allows multiple perspectives and focuses thinking to improve decision making.
MALAYSIAN LEGAL SYSTEM Sources of law -- customary lawxareejx
The document discusses customary law in Malaysia, including Malay customary law, Chinese customary law, Hindu customary law, and the customary laws of the indigenous peoples. It provides details on various types of Malay customary laws such as Adat Perpatih and Adat Temenggong. It also discusses cases that have recognized these customary laws and addressed issues related to marriage, divorce, inheritance, and land ownership according to different ethnic customary legal traditions in Malaysia.
The document discusses lateral thinking and Edward de Bono's Six Thinking Hats technique. Lateral thinking involves approaching problems in unexpected ways instead of using logical thinking. The Six Thinking Hats technique uses six colored hats to represent six different perspectives or thinking styles (white for facts, red for emotions, black for caution, yellow for optimism, green for creativity, blue for process control) to help people analyze decisions from multiple viewpoints. Using this technique can help identify weaknesses, risks, and new solutions that typical logical thinking may miss.
Formation of company
Lifting the corporate veil
Company’s management: duties and liabilities of company directors and other officers
White collar crime
Corporate scandal
Whistle blowing
This document discusses the rule of law principle and its application in Malaysia based on several cases. It provides definitions and explanations of the rule of law from Dicey and Lord Bingham. Several cases are summarized that upheld the rule of law, including Public Prosecutor v Mohamed Ismail regarding retrospective criminal laws, Ah Thian v Government of Malaysia on equality before the law, and Chai Choon Hon v Ketua Polis Daerah, Kampar on freedom of speech. The document concludes that while fundamental liberties in Malaysia are limited by some security laws, the country still generally respects the rule of law.
Agency By Design: ensuring rigor in our approachDerek Wenmoth
Keynote presentation at the USBE symposium, March 2024. Introduces the concept of learner agency, and the framework for developing agency by design contained in the book of the same name.
This document provides an overview of hibah in the takaful industry. It begins with a historical background on the development of takaful and discusses key trends in the takaful landscape such as it being a major institutional investor and driver of discretionary portfolios. The document then defines takaful and its principles. It examines different takaful models including general and family takaful and analyzes the growth and regulation of the global takaful industry. Finally, it explores the concept of hibah, its advantages, and issues regarding its implementation in takaful.
This document defines and discusses the Islamic legal principle of istislah (considering public interest and benefit). Istislah involves deriving rulings to acquire benefits and prevent harms for the public where the sacred texts are silent. It defines types of maslahah (public interests) and categories of istislah based on the strength of textual support. The document outlines majority and minority views on when istislah can and cannot be applied and provides examples of its use historically and in modern times.
MALAYSIAN LEGAL SYSTEM Sources of law -- customary lawxareejx
The document discusses customary law in Malaysia, including Malay customary law, Chinese customary law, Hindu customary law, and the customary laws of the indigenous peoples. It provides details on various types of Malay customary laws such as Adat Perpatih and Adat Temenggong. It also discusses cases that have recognized these customary laws and addressed issues related to marriage, divorce, inheritance, and land ownership according to different ethnic customary legal traditions in Malaysia.
The document discusses lateral thinking and Edward de Bono's Six Thinking Hats technique. Lateral thinking involves approaching problems in unexpected ways instead of using logical thinking. The Six Thinking Hats technique uses six colored hats to represent six different perspectives or thinking styles (white for facts, red for emotions, black for caution, yellow for optimism, green for creativity, blue for process control) to help people analyze decisions from multiple viewpoints. Using this technique can help identify weaknesses, risks, and new solutions that typical logical thinking may miss.
Formation of company
Lifting the corporate veil
Company’s management: duties and liabilities of company directors and other officers
White collar crime
Corporate scandal
Whistle blowing
This document discusses the rule of law principle and its application in Malaysia based on several cases. It provides definitions and explanations of the rule of law from Dicey and Lord Bingham. Several cases are summarized that upheld the rule of law, including Public Prosecutor v Mohamed Ismail regarding retrospective criminal laws, Ah Thian v Government of Malaysia on equality before the law, and Chai Choon Hon v Ketua Polis Daerah, Kampar on freedom of speech. The document concludes that while fundamental liberties in Malaysia are limited by some security laws, the country still generally respects the rule of law.
Agency By Design: ensuring rigor in our approachDerek Wenmoth
Keynote presentation at the USBE symposium, March 2024. Introduces the concept of learner agency, and the framework for developing agency by design contained in the book of the same name.
This document provides an overview of hibah in the takaful industry. It begins with a historical background on the development of takaful and discusses key trends in the takaful landscape such as it being a major institutional investor and driver of discretionary portfolios. The document then defines takaful and its principles. It examines different takaful models including general and family takaful and analyzes the growth and regulation of the global takaful industry. Finally, it explores the concept of hibah, its advantages, and issues regarding its implementation in takaful.
This document defines and discusses the Islamic legal principle of istislah (considering public interest and benefit). Istislah involves deriving rulings to acquire benefits and prevent harms for the public where the sacred texts are silent. It defines types of maslahah (public interests) and categories of istislah based on the strength of textual support. The document outlines majority and minority views on when istislah can and cannot be applied and provides examples of its use historically and in modern times.
Lateral thinking is an indirect and creative approach to problem solving that involves thinking outside the box. It is used to generate novel ideas and new perspectives. The "Six Thinking Hats" technique developed by Edward de Bono uses six different perspectives (information, creativity, emotion, logic, caution, objectivity) to evaluate decisions. Lateral thinking and Six Thinking Hats can help businesses identify new opportunities, launch innovative products and services, optimize processes, and implement changes. They stimulate creativity and ensure a variety of perspectives are considered when addressing challenges.
The document discusses and compares the Deed and Torrens systems of land registration.
[1] The Deed system involved exhaustive searches of title documents back to the original Crown grant, which was complex, expensive and uncertain. [2] The Torrens system introduced in Malaysia simplified conveyancing by making registration of titles and dealings compulsory, with the register providing conclusive evidence of ownership. Key principles are the mirror and curtain principles. [3] The objectives were to provide certainty, security of title and facilitate transfer compared to the defects of the Deed system.
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.
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!
The case of Hancock v Brazier (Annerly) Ltd dealt with the issue of implied term in building contracts. In this case, the Court of Appeal held that in a contract for building a house, in the absence of express agreement, three terms should be implied: 1) the builder would do his work in a good and workmanlike manner 2) he would supply good and proper materials and 3) the house would be reasonably fit for human habitation.
Pemakaian Prinsip Ekuiti dalam Sistem Torrens di MalaysiaIrfan Shafie
UNDANG-UNDANG TANAH DI MALAYSIA MENGGUNAPAKAI SISTEM TORRENS BAGI MENGIKTIRAF HAK MILIK TANAH. NAMUN BEGITU, PRINSIP EKUITI AKAN DIGUNAKAN JIKA TERDAPAT LAKUNA DALAM SISTEM PERUNDANGAN NEGARA.
The document provides a sample exam with multiple choice questions testing knowledge of contract law and sale of goods ordinance concepts. It includes 15 questions related to topics like contract formation, capacity to contract, implied conditions in contracts of sale, duties of buyers/sellers, and intellectual property law. The questions require identifying the most accurate answer from several options provided in the answer booklet.
Dokumen tersebut menyenaraikan beberapa modul aktiviti dalam dan luar yang dapat dilaksanakan untuk meningkatkan kerjasama berpasukan, komunikasi, pengurusan konflik, dan kemahiran lain. Aktiviti-aktiviti tersebut termasuk perlumbaan bot, permainan saham, terdampar di pulau, dan aktiviti kelompok lain yang melibatkan penyelesaian masalah dan kerjasama.
Creative- convergent & DIvergent - Psychology Jay Pardasani
Divergent thinking involves starting from one point and generating many different ideas or possibilities, while convergent thinking seeks a single correct answer through logical reasoning. Creativity involves combining ideas in new ways to solve problems. Divergent thinking can be stimulated through techniques like brainstorming, journaling, free writing, and mind mapping to explore ideas from various perspectives.
MALAYSIAN LEGAL SYSTEM Sources of law LEGISLATION Part 2xareejx
The document outlines the legislative process in Malaysia. It discusses the different types of bills - private, hybrid, and public - and explains the pre-parliamentary, parliamentary, and post-parliamentary procedures. These include drafting the bill, first, second, and third readings in parliament, committee stage, passage in the senate, royal assent, gazetting, and commencement.
1. A company is a separate legal entity from its members, created through registration under the Companies Act. It has perpetual succession and can own property, sue and be sued in its own name.
2. While a company's members have limited liability, the court may lift the corporate veil in certain situations, such as when the company is being used to commit fraud.
3. The corporate veil can be lifted by statute, such as when directors knowingly allow a company to trade while insolvent, or through common law, such as when a company is being used as an agent or to avoid legal obligations.
The document provides an overview of the Malaysian legal system. It discusses that Malaysia has a dual legal system consisting of civil and sharia law. It also outlines the various sources of law in Malaysia including legislation passed by parliament and state assemblies, customary law, and precedents set by higher courts. The document describes the hierarchy of courts in Malaysia, starting with the Federal Court at the top, followed by the Court of Appeal, High Courts, Session Courts, Magistrate Courts, and Juvenile Courts which handle cases involving minors.
Case Study: Adam vs Lindell (Malaysian Business Law)Afifah Nabilah
The document summarizes the case of Adams v Lindsell, which involved an offer by Lindsell to sell wool to Adams. Due to a misdirected letter, Adams' acceptance arrived two days late. The court held that a contract was formed when Adams posted his acceptance, making Lindsell liable for breaching the contract by selling the wool to someone else. The Islamic perspective is that acceptance is effective when received by the offeror. In this case, acceptance would not have been effective since Adams received it after the time for acceptance had passed.
a) Order 29 of the Rules of Court 2012;
b) Mareva Injunction by Roger Tan Kor Mee [1989] 2 CLJ 764;
SPECIFIC RELIEF ACT
MANDATORY INJUNCTION
INTERIM/ INTERLOCUTORY MANDATORY INJUNCTION
INJUNCTION – FINAL AND INTERLOCUTORY
INTERLOCUTORY INJUNCTION
Undertaking as to Damages
anton Piller Order
Erinford Order
Full report car design creative and innovativeAzman Hanafi
Proton is a Malaysian automobile manufacturer established in 1983. This document discusses the history of Proton, including its origins collaborating with Mitsubishi, and models produced over time such as the Proton Saga, Wira, and Persona. It also describes the selected Proton Arena pickup truck and identifies problems with its exterior, interior, safety, and security. Solutions proposed include magnifying the interior space to add seats, modifying the doors to be four doors, rearranging the dashboard to include airbags, and combining key functions with remote control for improved security.
Lateral thinking is an indirect and creative approach to problem solving that involves thinking outside the box. It is used to generate novel ideas and new perspectives. The "Six Thinking Hats" technique developed by Edward de Bono uses six different perspectives (information, creativity, emotion, logic, caution, objectivity) to evaluate decisions. Lateral thinking and Six Thinking Hats can help businesses identify new opportunities, launch innovative products and services, optimize processes, and implement changes. They stimulate creativity and ensure a variety of perspectives are considered when addressing challenges.
The document discusses and compares the Deed and Torrens systems of land registration.
[1] The Deed system involved exhaustive searches of title documents back to the original Crown grant, which was complex, expensive and uncertain. [2] The Torrens system introduced in Malaysia simplified conveyancing by making registration of titles and dealings compulsory, with the register providing conclusive evidence of ownership. Key principles are the mirror and curtain principles. [3] The objectives were to provide certainty, security of title and facilitate transfer compared to the defects of the Deed system.
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.
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!
The case of Hancock v Brazier (Annerly) Ltd dealt with the issue of implied term in building contracts. In this case, the Court of Appeal held that in a contract for building a house, in the absence of express agreement, three terms should be implied: 1) the builder would do his work in a good and workmanlike manner 2) he would supply good and proper materials and 3) the house would be reasonably fit for human habitation.
Pemakaian Prinsip Ekuiti dalam Sistem Torrens di MalaysiaIrfan Shafie
UNDANG-UNDANG TANAH DI MALAYSIA MENGGUNAPAKAI SISTEM TORRENS BAGI MENGIKTIRAF HAK MILIK TANAH. NAMUN BEGITU, PRINSIP EKUITI AKAN DIGUNAKAN JIKA TERDAPAT LAKUNA DALAM SISTEM PERUNDANGAN NEGARA.
The document provides a sample exam with multiple choice questions testing knowledge of contract law and sale of goods ordinance concepts. It includes 15 questions related to topics like contract formation, capacity to contract, implied conditions in contracts of sale, duties of buyers/sellers, and intellectual property law. The questions require identifying the most accurate answer from several options provided in the answer booklet.
Dokumen tersebut menyenaraikan beberapa modul aktiviti dalam dan luar yang dapat dilaksanakan untuk meningkatkan kerjasama berpasukan, komunikasi, pengurusan konflik, dan kemahiran lain. Aktiviti-aktiviti tersebut termasuk perlumbaan bot, permainan saham, terdampar di pulau, dan aktiviti kelompok lain yang melibatkan penyelesaian masalah dan kerjasama.
Creative- convergent & DIvergent - Psychology Jay Pardasani
Divergent thinking involves starting from one point and generating many different ideas or possibilities, while convergent thinking seeks a single correct answer through logical reasoning. Creativity involves combining ideas in new ways to solve problems. Divergent thinking can be stimulated through techniques like brainstorming, journaling, free writing, and mind mapping to explore ideas from various perspectives.
MALAYSIAN LEGAL SYSTEM Sources of law LEGISLATION Part 2xareejx
The document outlines the legislative process in Malaysia. It discusses the different types of bills - private, hybrid, and public - and explains the pre-parliamentary, parliamentary, and post-parliamentary procedures. These include drafting the bill, first, second, and third readings in parliament, committee stage, passage in the senate, royal assent, gazetting, and commencement.
1. A company is a separate legal entity from its members, created through registration under the Companies Act. It has perpetual succession and can own property, sue and be sued in its own name.
2. While a company's members have limited liability, the court may lift the corporate veil in certain situations, such as when the company is being used to commit fraud.
3. The corporate veil can be lifted by statute, such as when directors knowingly allow a company to trade while insolvent, or through common law, such as when a company is being used as an agent or to avoid legal obligations.
The document provides an overview of the Malaysian legal system. It discusses that Malaysia has a dual legal system consisting of civil and sharia law. It also outlines the various sources of law in Malaysia including legislation passed by parliament and state assemblies, customary law, and precedents set by higher courts. The document describes the hierarchy of courts in Malaysia, starting with the Federal Court at the top, followed by the Court of Appeal, High Courts, Session Courts, Magistrate Courts, and Juvenile Courts which handle cases involving minors.
Case Study: Adam vs Lindell (Malaysian Business Law)Afifah Nabilah
The document summarizes the case of Adams v Lindsell, which involved an offer by Lindsell to sell wool to Adams. Due to a misdirected letter, Adams' acceptance arrived two days late. The court held that a contract was formed when Adams posted his acceptance, making Lindsell liable for breaching the contract by selling the wool to someone else. The Islamic perspective is that acceptance is effective when received by the offeror. In this case, acceptance would not have been effective since Adams received it after the time for acceptance had passed.
a) Order 29 of the Rules of Court 2012;
b) Mareva Injunction by Roger Tan Kor Mee [1989] 2 CLJ 764;
SPECIFIC RELIEF ACT
MANDATORY INJUNCTION
INTERIM/ INTERLOCUTORY MANDATORY INJUNCTION
INJUNCTION – FINAL AND INTERLOCUTORY
INTERLOCUTORY INJUNCTION
Undertaking as to Damages
anton Piller Order
Erinford Order
Full report car design creative and innovativeAzman Hanafi
Proton is a Malaysian automobile manufacturer established in 1983. This document discusses the history of Proton, including its origins collaborating with Mitsubishi, and models produced over time such as the Proton Saga, Wira, and Persona. It also describes the selected Proton Arena pickup truck and identifies problems with its exterior, interior, safety, and security. Solutions proposed include magnifying the interior space to add seats, modifying the doors to be four doors, rearranging the dashboard to include airbags, and combining key functions with remote control for improved security.
Pemerintah mengumumkan paket stimulus ekonomi baru untuk menyelamatkan bisnis dan pekerjaan yang terkena dampak virus corona. Paket ini mencakup insentif pajak, keringanan pinjaman, dan bantuan tunai langsung untuk warga yang terdampak. Tujuannya adalah menjaga agar ekonomi tidak jatuh dalam resesi akibat wabah Covid-19.
Essential Management Skills for Executive Secretaries and Personal AssistantsKenny Ong
The top 3 time management mistakes are: 1) Starting the day without a plan, which leads to doing the wrong activities instead of priorities. 2) Getting out of balance across life's key areas like health, family, work which causes stress. 3) Working in a messy environment which wastes over an hour a day searching for things.
The document discusses the Six Thinking Hats method created by Edward de Bono for parallel thinking. It describes the six different colored hats that represent distinct modes of thinking: white for facts, red for emotions, black for the negative view, yellow for benefits and positives, green for creative alternatives, and blue for process control. The method allows groups to think constructively by having everyone focus on the same thinking mode at once before switching hats. It provides advantages like using everyone's intelligence, saving time in meetings, removing ego, and focusing on one topic at a time. Steps for applying the hats in a thinking session are outlined.
This document introduces the Six Thinking Hats technique developed by Edward de Bono to help people think about ideas from different perspectives. The six hats represent different thinking styles - white for objective facts, red for emotions, black for caution/criticism, yellow for optimism, green for creativity, and blue for organization and process control. Using the hats involves focusing thinking within each style for a period of time to allow for a well-rounded consideration of an issue from multiple angles before deciding on a solution. The technique aims to avoid habitual thinking patterns and incorporate different viewpoints.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
The document discusses strategic planning and budgeting for a company called CNI Holdings Berhad. It covers the following key points in 3 sentences:
CNI has historically struggled with strategic planning and budgeting, with problems including a lack of market research, split objectives, and expenses regularly exceeding budgets. The presentation outlines steps for effective strategic planning, including getting the right business model, setting strategies based on analysis of the market situation, and choosing growth strategies like market share gains or expanding into adjacent markets. Keys to success include aligning the business model, strategies, and resources and having the proper assumptions and starting point for the planning process.
Edward de Bono developed the Six Thinking Hats method for structured thinking and discussion. The method identifies six distinct perspectives or "thinking modes" represented by colored hats: white for information, yellow for optimism, black for caution, red for feelings, green for creativity, and blue for process management. Using the hats helps groups think together more effectively by separating logical perspectives from emotional ones. Many large companies have adopted the technique to improve decision making, problem solving, innovation and teamwork.
The Six Thinking Hats technique developed by Edward de Bono helps individuals and groups think more clearly and creatively. It identifies six distinct thinking modes represented by colored hats - white (facts), red (feelings), black (caution), yellow (optimism), green (creativity), and blue (process control). By deliberately switching between different hat colors, groups can take a parallel thinking approach to explore issues from multiple perspectives rather than an adversarial approach. This encourages full-spectrum thinking and separates ego from performance for more effective problem solving.
The Six Thinking Hats technique is a tool for structured thinking and discussion that involves considering a topic from six different perspectives represented by colored hats. Each hat represents a different mode of thinking - white for facts, red for emotions, black for caution, yellow for optimism, green for creativity, and blue for process control. Using the hats helps groups make balanced decisions by examining issues from different angles and avoiding habitual thinking patterns.
- The Six Thinking Hats technique was developed by Dr. Edward de Bono to provide a methodical approach to group decision making. It involves wearing metaphorical "hats" that represent different perspectives or modes of thinking.
- There are six colored hats - blue, green, white, yellow, red, and black - with each hat representing a different way of thinking. Participants discuss an issue while collectively "wearing" one hat at a time to structure the thinking process.
- Case studies show the technique has helped large organizations like NASA, IBM and Shell improve decision making and problem solving. It allows parallel thinking and prevents arguments that can stall progress.
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 by Edward de Bono is a technique that allows to systematically take up different positions toward a problem and by that act out various approaches. Each „hat“ symbolizes a certain attitude:
White hat: pure facts about the situation
Red hat: your feelings about the experience
Black hat: critique
Yellow hat: right and constructive aspects
Green: creative thinking
Blue hat: summary - the learning gained and the conclusions reached
The hats can be put on arbitrarily and thereby alter the particular way of thinking. Thus many more ideas are generated by way of adopting different positions. The method can be deployed by only one person or within a group.
The document summarizes Edward De Bono's book "Six Thinking Hats" which presents a method for group discussion and decision making. The method involves assigning a colored "thinking hat" to represent six different perspectives: white for objective facts, red for emotions, black for caution, yellow for optimism, green for creativity, and blue for organization. By switching between hats, groups can examine ideas from different angles to make better decisions. The hats help structure discussions, avoid bias, and allow for parallel thinking to fully explore all aspects of an issue.
six thinking hats or Edward Bono's six thinking Hats is the good decision making technique and method for group discussions and individual thinking. Combined with the parallel thinking process.
The document discusses the Six Thinking Hats technique created by Edward de Bono to help people look at decisions from different perspectives. The six hats represent different thinking styles - white for facts/data, red for emotions, black for caution/risks, yellow for optimism, green for creativity, and blue for process control. Using this technique helps make decisions more well-rounded and prepares for potential challenges by considering different viewpoints. The document also provides an example of a team finding the green hat most comfortable as it sparks creativity, and red least comfortable as emotions can be difficult.
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.
This document introduces the "Six Thinking Hats" technique created by Edward de Bono to analyze decisions from six perspectives represented by different colored hats. The perspectives are: white (facts), red (emotions), black (caution), yellow (optimism), green (creativity), and blue (process control). Using this technique helps make decisions by considering different thinking styles and developing a well-rounded view that incorporates ambition, skills, sensitivity, creativity, and contingency planning.
lateral thinking - a topic of PQM in SEM 4 in BMS COURSE.
covering six thinking hats, introduction of Edward de Bono and his asssumption and a lot more.
Dr. Edward de Bono developed the Six Thinking Hats method to improve thinking and decision making. It involves wearing imaginary hats that represent six different types or modes of thinking: white hat for neutral facts; yellow hat for optimism and benefits; green hat for creativity; red hat for emotions and feelings; black hat for caution and risks; and blue hat for organization and conclusions. By compartmentalizing thinking into distinct "hats," it allows a group to examine ideas from different perspectives in an orderly way to derive better decisions and solutions. The facilitator guides the discussion by calling for different hats when appropriate, while participants contribute under the hat currently in use.
6 thinking hats in change management #1 Timothy Wooi
The Six Thinking Hats by Edward de Bono.
An insight of Six thinking Functions and Roles identified by Hats to be practiced in Change Management thinking and restructuring in the 21st Century Leadership.
To assist in thinking process using best effective parallel thinking skills within organization function to develop a more productive, focused, and mindfully involved thinking with success in corporations worldwide
To improve our thinking skills to overcome confused thinking arising from trying to do too much at once and to emphasize on what can be, not what is.
Day1
Introduction – Six Thinking Hats
Traditional Vs Parallel Thinking
The Six Hats Process
Six Hats in Meetings
21st Century Leadership & Change
Management
Introduction to Leadership
21st Century Qualifiers,
Innovative Thinking
21st Century Leadership
& Change Management
21st Century Skills & Literacy
Innovation Leadership
6 Thinking Hats /Concepts with Examples.pptxE Concepts
https://youtu.be/p-twMrtFCj8
Subscribe to the E-Concepts on YouTube for more data.
The PowerPoint file explains six thinking hats conceptually, along with examples. It shows the benefits and applications of six thinking hats.
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.
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.
The document discusses various topics related to thinking and cognition, including:
1) Edward De Bono's "6 Thinking Hats" technique which involves considering a problem from 6 perspectives represented by differently colored hats to reduce conflict and improve thinking.
2) How the left and right hemispheres of the brain are associated with different types of thinking and functions.
3) Howard Gardner's theory of multiple intelligences which includes verbal-linguistic, logical-mathematical, visual-spatial, bodily-kinesthetic, musical, interpersonal, and intrapersonal intelligences.
4) An experiment demonstrating how paradigms or behaviors can be passed down through a group even when the original
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.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Slideshare: http://www.slideshare.net/PECBCERTIFICATION
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Walmart Business+ and Spark Good for Nonprofits.pdf
Six hat report cni
1. 1.0. INTRODUCTION
Six Thinking Hats' is an important and powerful technique. It is used to look at decisions from a
number of important perspectives. This forces you to move outside your habitual thinking
style, and helps you to get a more rounded view of a situation. This tool was created by Edward
de Bono in his book '6 Thinking Hats'. Many successful people think from a very rational,
positive viewpoint. This is part of the reason that they are successful. Often, though, they may
fail to look at a problem from an emotional, intuitive, creative or negative viewpoint. This can
mean that they underestimate resistance to plans, fail to make creative leaps and do not make
essential contingency plans. Similarly, pessimists may be excessively defensive, and more
emotional people may fail to look at decisions calmly and rationally. If you look at a problem
with the 'Six Thinking Hats' technique, then you will solve it using all approaches. Your decisions
and plans will mix ambition, skill in execution, public sensitivity, creativity and good
contingency planning.
2.0. BIOGRAPHY OF INVENTOR
Edward de Bono was born in Malta in 1933. He attended St Edward's College, Malta, during
World War II and then the University of Malta where he qualified in medicine. He preceded, as
a Rhodes Scholar, to Christ Church, Oxford, where he gained an honours degree in psychology
and physiology and then a D.Phil. in medicine. He also holds a PhD from Cambridge and an MD
from the University of Malta. He has held appointments at the universities of Oxford, London,
Cambridge and Harvard.
Dr. Edward de Bono is one of the very few people in history who can be said to have had a
major impact on the way we think. In many ways he could be said to be the best known thinker
internationally. He has written numerous books with translations into 34 languages (all the
major languages plus Hebrew, Arabic, Bahasa, Urdu, Slovene, Turkish etc.). He has been invited
to lecture in 52 countries around the world. In the University of Buenos Aires five faculties use
his books as required reading. In Venezuela, by law, all school children must spend an hour a
week on his programmes. In Singapore 102 secondary schools use his work. In Malaysia the
2. senior science schools have been using his work for ten years. In the U.S.A., Canada, Australia,
New Zealand, the Republic of Ireland and the UK there are thousands of schools using Dr de
Bono's programmes for the teaching of thinking. At the International Thinking Meeting in
Boston (1992) He was given an award as a key pioneer in the direct teaching of thinking in
schools.
In 1988 he was awarded the first Capire prize in Madrid for a significant contribution to
humankind. What is unique about Dr de Bono is the response to his work across an unusually
wide spectrum. At the special request of the delegates Dr de Bono was asked to address the
Commonwealth Law Conference in Vancouver in August 1996 (2,300 senior lawyers, judges etc
from 52 Commonwealth countries and other invited countries such as China). This followed an
address which was regarded as the highlight of a previous Conference held in Auckland.
Dr de Bono has worked with many of the major corporations in the world such as IBM, Du Pont,
Prudential, AT&T, British Airways, British Coal, NTT (Japan), Ericsson (Sweden), Total (France),
etc. The largest corporation in Europe, Siemens (370,000 employees) is teaching his work
across the whole corporation, following Dr de Bono's talk to the senior management team.
When Microsoft held their first ever marketing meeting, they invited Edward de Bono to give
the keynote address in Seattle to the five hundred top managers.
Edward de Bono's special contribution has been to take the mystical subject of creativity and,
for the first time in history, to put the subject on a solid basis. He has shown that creativity was
a necessary behaviour in a self-organizing information system. His key book, 'The Mechanism of
Mind' was published in 1969. In it he showed how the nerve networks in the brain formed
asymmetric patterns as the basis of perception. The leading physicist in the world, Professor
Murray Gell Mann, said of this book that it was ten years ahead of mathematicians dealing with
chaos theory, non-linear and self-organising systems.
3. 3.0. REQUIREMENT OF SIX THINKING HATS
Six Thinking Hats is a time-tested, proven, and practical thinking tool. It provides a framework
to help people think clearly and thoroughly by directing their thinking attention in one direction
at a time--white hat facts, green hat creativity, yellow hat benefits, black cautions, red hat
feelings, and blue hat process.
It's a simple mental metaphor. Hats are easy to put on and to take off. Each hat is a different
color which signals the thinking ingredient. In a group setting each member thinks using the
same thinking hat, at the same time, on the same thinking challenge—we call this focused
parallel thinking.
Six Thinking Hats is a powerful tool that facilitates productive: critical thinking, collaboration,
communication, and creativity. It enables each person's unique point of view to be included
and considered. Argument and endless discussion become a thing of the past. Thinking
becomes more thorough.
3.1. When We Want To Use It?
As the following example illustrates, this is a particularly useful tool during or after the
harvesting of ideas as it extends our understanding of the idea, thereby helping to determine
whether the idea is feasible. You can however, use it in any context requiring a well-rounded
view from a variety of perspectives.
De Bono's six hats represent artificial distinctions in common patterns of thought. Their value
lies in helping us to adopt different patterns of thought (taking our normal hat off and trying on
another). Six Thinking Hats has been specifically designed so that everyone thinks in parallel
using only one hat at a time. They are best used with some sort of time limit for each hat so
that people know the discussion will come around to their favourite bit soon. We suggest
around 4-5 minutes for each hat and then repeat the sequence if needed. Without the time
alert there is a danger that the conversation gets stuck on one area. This encourages the group
to ‘try on other hats' when you have looked at a situation for too long and have become fixed
in a specific style, e.g. too negative (black hat) or too emotional (red hat).
4. When facing complex situations which call for reactions of different kinds, it is useful to adopt
the different patterns of thinking, one at a time. For example:
White hat thinking helps establish known facts
Green hat thinking helps to think about new ideas
Blue hat thinking draws together the contribution of different parties
Black hat thinking determines all the possible errors that could occur
Ask leading questions to activate different hats
What are the facts? (White)
What do you feel about this? What is your gut feeling? (red)
What can go wrong? (black)
List all the benefits, (yellow)
Is there a different way of looking at this? (green)
Could you summarize our findings so far? (blue)
4.0. PROCESS AND DETAIL IMPLEMENTATION
You can use Six Thinking Hats in meetings or on your own. In meetings it has the benefit of
blocking the confrontations that happen when people with different thinking styles discuss the
same problem. Each 'Thinking Hat' is a different style of thinking. These are explained below:
4.1. 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. The White Hat
represents pure knowledge gathering, data collection, and historical account. It
asks, “What do we know?” It addresses cognition. The process involves
exploring facts rather than personal opinions. “First class” facts consist of ones
5. that are checked and proven, while “second class” facts include information
believed to be true. Information that is missing is also included here. The white
hat covers facts, figures, information needs, and gaps.
4.2. 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. The Red Hat represents
feelings and hunches. This hat legitimizes emotions and explores fears, likes, dislikes,
loves, and hates. This hat legitimizes emotions and feeling by focusing on “This is how I
feel.” It addresses affect by focusing on hunches, intuition, and signal. The red hat is
the opposite of neutral, objective information (White Hat). Here there is no need to
give reasons or justification for the subjective feelings.
4.3. Black Hat:
Using black hat thinking, look at all the bad points of the decision. 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. Black Hat thinking is one of the real benefits
of this technique, as many successful people get so used to thinking positively that
often they cannot see problems in advance. This leaves them under-prepared for
difficulties.
4.4. 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.
6. 4.5. 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.
A whole range of creativity tools can help you here. The Green Hat symbolizes fertility,
growth, and the value of seeds. It involves creative thinking and the search for
alternatives while generating new concepts and new perceptions. The green hat is the
"thinking outside the box" creative hat. It asks, “What haven’t you considered before?”
It involves brainstorming and free association which explore new possibilities,
alternatives, ideas, and concepts
4.6. 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. The Blue Hat represents the management of the thinking
process. Blue Hat thinkers are like the orchestra conductors seeking the proper balance
and blending of the other five hats. It asks, “What is the conclusion?” Blue Hat thinking
is a final reflection on the other five hats that have been both over and under-utilized
in the problem solving exploration. The Blue hat is also responsible for summaries,
overviews, and conclusions.
7. 5.0. SUMMARIZE OF PROCESS AND IMPLEMENTATION SIX THINKING HATS
This is summarizing for the all process of implementation for six thinking hats. It will to easier
for us to know about function all of this hats colour.
Blue Hat Thinking- Process
Thinking about thinking
What thinking is needed?
Organizing the thinking
Planning for action
White Hat Thinking- Facts
Information and data
Neutral and objective
What do I know?
What do I need to find out?
How will I get the information I need?
Green Hat Thinking - Creativity
Ideas, alternative, possibilities
Provocation - "PO"
Solutions to black hat problems.
Yellow Hat Thinking- Benefits
Positives, plus points
Logical reasons are given.
Why an idea is useful
8. Black Hat Thinking - Cautions
Difficulties, weaknesses, dangers
Logical reasons are given.
Spotting the risks
Red Hat Thinking - Feelings
Intuition, hunches, gut instinct
My feelings right now.
Feelings can change.
No reasons are given.
6.0. EXAMPLE FOR SIX THINKING HATS
The directors of a property company are looking at whether they should construct a new office
building. The economy is doing well, and the amount of vacant office space is reducing sharply.
As part of their decision they decide to use the 6 Thinking Hats technique during a planning
meeting. Looking at the problem with the White Hat, they analyze the data they have. They
examine the trend in vacant office space, which shows a sharp reduction. They anticipate that
by the time the office block would be completed, that there will be a severe shortage of office
space. Current government projections show steady economic growth for at least the
construction period.
With Red Hat thinking, some of the directors think the proposed building looks quite ugly.
While it would be highly cost-effective, they worry that people would not like to work in it.
When they think with the Black Hat, they worry that government projections may be wrong.
The economy may be about to enter a 'cyclical downturn', in which case the office building may
be empty for a long time. If the building is not attractive, then companies will choose to work in
another better-looking building at the same rent.
9. With the Yellow Hat, however, if the economy holds up and their projections are correct, the
company stands to make a great deal of money. If they are lucky, maybe they could sell the
building before the next downturn, or rent to tenants on long-term leases that will last through
any recession.
With Green Hat thinking they consider whether they should change the design to make the
building more pleasant. Perhaps they could build prestige offices that people would want to
rent in any economic climate. Alternatively, maybe they should invest the money in the short
term to buy up property at a low cost when a recession comes.
The Blue Hat has been used by the meeting's Chair to move among the different thinking styles.
He or she may have needed to keep other members of the team from switching styles, or from
criticizing other peoples' points.
7.0. LIMITATION
The authors propose some possible limitations when using this problem-solving process. First,
one or more counselor interns in the group might passively agree appearing to contribute to
each of the six hats, while not necessarily reconsidering their own original preference. This can
result in a more passive, low-energy approach to the activity. The same can also be true of the
volunteer presenting the case study. If there is not a genuine willingness by the volunteer to
consider other options, the group may feel devalued.
A possible solution to address the above issues is for the supervisor to stress group norms as
being foundational for establishing a safe, trusting, and non-evaluating environment at the very
beginning of the process. Another recommended solution to either group or volunteer (case
presenter) bias is for the supervisor to encourage them to “act as if” they are willing to
consider new solutions to their preconceived notions.
From the very perspective of the green hat stressing “outside of the box creativity”, the six hats
themselves may not be comprehensive enough to capture the breadth of the participants’
problem-solving. A suggested solution is to go back to the blue hat and ask “Is there anything
else that has not been adequately addressed by any of the hats?”
10. Another limitation is that the volunteer as well as the group members may feel overwhelmed
with too much data being generated. This is especially true for visual learners. Having someone
post the suggestions for each respective hat on the board is one suggestion. Asking the
volunteer to either select some of the most salient suggestions or even to wait a week and
report back to the group on helpful feedback is another option.
8.0. DISCUSSION
We will discuss about their advantage and some disadvantage when we are applies this
method creative problem solving in our life.
8.1. ADVANTAGE USING SIX HATS
Allows you to say things without risk.
Generates understanding that there are multiple perspectives on an issue.
Is a convenient mechanism for “switching gears”.
Focuses thinking.
Leads to more creative thinking.
Improves communication.
Improves decision making.
8.2. DISADVANTAGE
We need to apply in group for solving the problem
Requires brainstorming to solve the problems
9.0. CONCLUSION
The teaching of creative and critical thinking has become essential in nursing education today.
Individuals who have critical thinking skills feel the need to improve themselves and revise
what they have learned. Individuals who have not gained this skill remain rigid in relation to
what was learned and are not generally creative and constructive (Demirci 2003). Consequently
there is a need to test the use of educational models that will teach creative and constructive
11. thinking in nursing education. For these reasons it was thought that it would be important in
this study to share the experiences gained using the ‘six thinking hats’ model in nursing
education. The ‘six thinking hats’ model is a method of learning that not only improved the
students’ creative and critical thinking abilities; it also had a positive effect on their empathy
skills and getting to know themselves. In the future using this method in different areas of
nursing education and sharing the results will have a positive effect on teaching. In addition the
system of thinking used in the method will not only help the individuals in their professional
lives but also will help them make the right decisions in their personal lives.
12. REFERENCE
1. De Bono, E. (1985). Six thinking hats. New York: Back Bay Books.
2. Karadag, M., Saritas, S., & Erginer E. (2009). Using the 'Six Thinking Hats' Model of Learning
in a Surgical Nursing Class: Sharing the Experience and Student Opinions. Australian Journal
of Advanced Nursing, 26(3), 59-69. Retrieved from Academic Search Premier Database.
3. Kenny, L. (2003). Using Edward de Bono’s six hats game to aid critical thinking and
reflection in palliative care. International Journal of Palliative Nursing, 9(3), 105.
4. NHS Institute for Innovation and Improvement 2006-2013. From website:
http://www.institute.nhs.uk/