The document discusses the Six Thinking Hats framework created by Dr. Edward de Bono for improving thinking and decision making in groups. It describes each of the six hats - white (facts), red (feelings), black (caution), yellow (benefits), green (creativity), and blue (control) - and how they represent different modes of thinking. The framework aims to parallel thinking, improve exploration, save time, and foster collaborative thinking by having groups focus on one type of thinking at a time. The document provides examples of different sequences the hats could be used in and guidelines for facilitators and participants using the Six Thinking Hats approach.
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!
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
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!
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
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.
Six Thinking Hats a brilliant process to conduct effective meetings. This methodology forces all participants to present diverse views.. positive, negative, creative and others
In this presentation, you will learn how to use The Six Thinking Hats to help facilitate Feedback sessions, Brainstorming Meetings, and/or other creative activities
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.
This is a presentation based on the concept, what each hat represents, few cases and how to apply six thinking hat in scenario based cases, the sequence of hats
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.
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.
Six Thinking Hats a brilliant process to conduct effective meetings. This methodology forces all participants to present diverse views.. positive, negative, creative and others
In this presentation, you will learn how to use The Six Thinking Hats to help facilitate Feedback sessions, Brainstorming Meetings, and/or other creative activities
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.
This is a presentation based on the concept, what each hat represents, few cases and how to apply six thinking hat in scenario based cases, the sequence of hats
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.
As you read these words there is a group of people shaping how global humanity will think about the economy for the next few decades. No, there’s not a conspiracy theory unfolding here. What I am referring to is the United Nations process for the Sustainable Development Goals (SDG)—where a course is being set for the next fifteen years of intergovernmental coordination for our economic system. This process has been quietly unfolding in the background for several years and will come to completion this fall in New York City.
I am a language researcher who cares about the future of humanity. And I share concern about the risks associated with globalization that currently threaten our collective future—climate disruption, soil depletion, widespread inequality and poverty, regional conflict, rigged financial systems, and more—the very same risks that concern many of the people involved in the SDG process. My primary responsibility at TheRules.org is to study cultural patterns of understanding and unpack their significance. This includes the use of frame analysis where I closely scrutinize the words used to think and talk about important issues.
Frame analysis is the study of mental models for human understanding. The concepts we have in our minds are structured in ways that can be systematically explored to reveal implicit assumptions, logical inferences, value judgments, and moral sentiments. An example relevant to the SDG process is the diversity of mental representations for poverty.
Poverty can be conceptualized as a disease that spreads like an epidemic, a prison to be liberated from, the condition of being incomplete or broken, a magical number measured in some predefined way, and more. We might talk about poverty eradication (treat it like a disease) or as a war (battle with and defeat it). Each meaning brings its own basic assumptions, constraining what poverty is understood to be about and how to deal with it.
Importantly, these meanings can be incorrect, inadequate, and problematic yet still be widely used. Poverty can be treated as merely a part of the natural world, for instance, which conceals the history of poverty creation throughout the last few hundred years where it came into being as a core feature of economic development.
When I looked at the language used to talk about the SDGs I was struck by how much hidden meaning can be found there. The analysis that follows is based on written text for the proposed sustainable development goals. It reveals a great deal about the faulty assumptions that remain uncritically accepted in the process. These assumptions jeopardize the entire effort by leaving out many of the structural factors that create poverty and directly contribute to ecological devastation.
No credible use of the word sustainable would perform in this way. In the following pages I make the case that the SDG process is fundamentally compromised and carries within it the seeds of its own
Creativity isn't just for artists, musicians, writers, and designers. We all have the ability to be excellent creative thinkers. - https://www.milestechnologies.com
Contextual intelligence deals with the practical application of knowledge and information to real-world situations, and can be defined as:“the capacity to exploit business moments and operational events in a way that enables to make informed decisions and take effective action in varied, changing and uncertain situations”.
The future business value will accrue to those who are able to lever contextual intelligence and build sustainable intelligent enterprises and ecosystems.
This Presentation will give you an overview about Artificial Intelligence : definition, advantages , disadvantages , benefits , applications .
We hope it to be useful .
We’re all trying to find that idea or spark that will turn a good project into a great project. Creativity plays a huge role in the outcome of our work. Harnessing the power of collaboration and open source, we can make great strides towards excellence. Not just for designers, this talk can be applicable to many different roles – even development. In this talk, Seasoned Creative Director Sara Cannon is going to share some secrets about creative methodology, collaboration, and the strong role that open source can play in our work.
Ready, Set, Present (Creativity PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Creativity adds to everyone’s personal and professional bottom line and is where innovation and excellence begins. Creativity PowerPoint Presentation Content slides include topics such as: understanding creativity as a human skill using mini systems and processes, the benefits of creativity, left and right brain thinking, blocks to creativity, organizational success through creativity, over techniques, methods, examples and exercises. There are 9 slides covering the definition of creativity, 10 slides on how creative mind works followed by 14 slides describing the process of creativity, creative people and their qualities. Within the first 43 slides you will discover connection between creativity and organizational success and ways to increase your personal creativity. In addition you will receive 19 slides of unique information about fostering organizational creativity, 23 slides covering management and group creativity as well as 11 slides about creativity and the future plus much more.
Creative Problem Solving - Six Thinking Hats and Other Tools by CTRAndre Hannemann Harris
The thinking process is like a kayak with two paddles: One is CREATIVE Thinking while the other represents CRITICAL Thinking.
Six Thinking Hats, introduced in 1985 by Edward DeBono, is an effective tool for decision making and problem solving that uses both sides of your brain.
Culture Transformation Resources, LLC (CTR) provides a fresh look at Creative Problem Solving and Six Thinking Hats in this training presentation.
There are many Benefits of using Six Thinking Hats, including, it helps:
- Provide a common language
- Maximize productive collaboration
- Diversity of thought while using more of our brains
- Consider issues, challenges, decisions and opportunities systematically
- Remove ego (reduce confrontation)
- Save time
- Focus (one thing at a time)
- Think clearly and objectively
- Create, evaluate & implement action plans
- Achieve significant and meaningful results
- Make meetings more productive in less time
#CreativeProblemSolving #ProblemSolving #Leadership #CTR
by Culture Transformation Resources, LLC
www.CTRConsultingServices.com
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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
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Leadership Ethics and Change, Purpose to Impact Plan
Six thinking hats
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Six Thinking Hats
As a Management Tool
Presented by:
C Jalasayanan
Jalasayanan@gmail.com
2. C Jalasayanan 2
Benefits Of The
Six Thinking Hat Framework
Parallel
Improve Exploration
Save Time
Improve Creativity & Innovation
Adversarial
Foster Collaborative Thinking
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The Originator
Dr. Edward de Bono
• M.D., Ph.D., (philosophy, medicine &
psychology), Rhodes scholar
• World-renowned consultant to business,
governments, schools and industry
• Author of 62 books in 40 languages
• Originator of Six Thinking Hats, Lateral
Thinking and Direct Attention Thinking
Tools
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Results Around The
World
• Since 1993 over 200,000 trained
• In use by many of the largest & most
successful organizations worldwide
• Works well in different cultures
• Applies at all levels & across
disciplines
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Thinking-
Ultimate Human
Resource
• We can always improve our
thinking skills.
• Confused thinking arises from
trying to do too much at once.
• We should emphasize what can
be, not what is.
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Why Change
Thinking Behavior
• Information technology is better than
ever
• Our everyday thinking has not changed
in centuries
• Traditional thinking methods
– Don’t make use of available intelligence
– Are slow and ineffective
– Permit the ego to wreck objective
thinking
– Dominated by concepts of “argument” and
“critical thinking”
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Argument is
Inadequate
• Only one tool of thinking
• Lacks
– constructive energies
– design energies
– creative energies
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Three
Philosophers
• Socrates: Focused on the
Negative
• Plato: See Shadows of the Truth
• Aristotle: Concerned with What
Is - Analysis, Judgment,
Argument
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Samurai Assessment –
Basic Concept
Miyamoto Musashi (1584 – 1645) A book of
five rings
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Samurai Assessment –
Basic Concept
The Black Samurai = Critics and Negative (Wind)
The Blue Samurai = Insights and Change (Water)
The Green Samurai = Basics and Objectives (Ground)
The Red Samurai = Change and Environment (Fire)
The White Samurai = Development and
new horizon (Ether)
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The Basics
• There are six different imaginary hats that
you can put on or take off.
• Think of the “hats” as thinking icons.
• Each hat is a different color and represents
a different type or mode of thinking.
• We all wear the same hat (do the same
type of thinking) at the same time.
• When we change hats - we change our
thinking.
13. C Jalasayanan 13
White Hat
Information & Data
Neutral & Objective
Checked & Believed Facts
Missing Information &
Where To Source It
Red Hat
Feelings & Intuition
Emotions Or Hunches
“At This Point”
No Reasons or Justification
Keep It Short
Black Hat
Why It May Not Work
Cautions Dangers
Problems Faults
Logical Reasons
Must Be Given
Yellow Hat
Why It May Work
Values & Benefits
(Both Known & Potential)
The Good In It
Logical Reasons
Must Be Given Green Hat
Creative Thinking
Possibilities Alternatives
New Ideas New Concepts
Overcome Black Hat
Problems & Reinforce Yellow
Hat Values
Blue Hat
Managing The Thinking
Setting The Focus
Making Summaries
Overviews Conclusions
Action Plans
FOCUS
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Why Six Thinking
Hats
• Role-playing - avoid, ego
defense
• Attention directing - instead of
being reactive
• Convenience - able to switch
gears & ask
• Play acting leads to you
becoming a thinker
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Why Six Thinking
Hats
• Rules of the game of thinking
– Mapmaking versus Right or
Wrong
• Simpler, one style of thinking
at a time
• Ability and method of
changing style or mode
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Overview
• Red Hat - Emotions & Feelings
• White Hat - The Facts
• Black Hat - Negative Aspects
• Yellow Hat - Positive Aspects
• Green Hat - Creative Thinking
• Blue Hat - Control & Process Thinking
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Red Hat
• Red suggests anger (seeing red), rage
and emotions and feelings.
• The red hat gives the emotional view
• Hunches and intuitions
• No justifications
• Avoid mixing emotions with the facts
• Feelings become visible
• Allows place for fear & concern for
safety
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White Hat
• White hat neutral and objective
• Concerned with objective facts &
figures
• Virgin white, pure facts - information
• Do not offer interpretation or opinions
• First class facts - proven known to be
true
• Second class facts - believed to be
true
• Discipline & direction
• Who, What, Why, Where, When &
How?
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Black Hat
• Black hat is gloomy and negative.
• Black hat covers the negative
aspects - why it cannot be done.
• Devil’s advocate
• Negative judgment - why it will not
work
• Point out what is wrong, incorrect, in
error
• Point out risks and dangers & faults in
design
• It is never argument & not negative
feelings
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Yellow Hat
• Yellow is sunny and positive
• The yellow hat is optimistic and
covers hope and positive thinking,
sees the benefits
• Brightness, constructive sees
opportunity
• Concerned with positive assessment
• Spectrum: Logical & Practical
through’ Dreams & Visions
• Focus on effectiveness
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Green Hat
• Green is for grass, vegetation and
abundant fertile growth.
• Green hat indicates creativity and
new ideas
• Fertile thinking, plants springing from
seeds
• Movement and provocation (PO)
• Search for alternatives, go beyond
known, the obvious and the
satisfactory
• Movement replaces judgment
• Generate new concepts and
perceptions
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Logic of Creativity
Logic of creativity
= Logic of self organizing patterning
systems
Self organizing information
systems
– Make Use of Patterns
23. C Jalasayanan 23
Theory Behind
Creativity
Essence
of creativity
Humor
Significant
behavior
of the brain
Perception
Setup in one way and
suddenly reconfigured
24. C Jalasayanan 24
A developed pattern of the brain - perceptionData
The Brain -
Recognizes Patterns
in Information
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Blue Hat
• Blue is cool, the colour of the sky,
above everything else (+ Positive
revolution)
• The blue hat is about control and
organisation of the thinking process &
the use of other hats
• Blue hat thinker like the conductor
• Anyone can invoke blue hat thinking
• Blue hat sets the focus, defines the
problem
• Includes summaries, overviews &
conclusions
• Monitor the rules of the game
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Facilitator’s Role
• Define the focus of your thinking
• Plan the sequence and timing of the
thinking
• Ask for changes in the thinking if
needed
• Handle requests from the group for
changes in the thinking
• Form periodic or final summaries of
the thinking for consideration by the
team x
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Two Main
Purposes
• Simplifies thinking by having to
deal with one thing at a time.
• Allows a switch in thinking
without threatening ego
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Participant’s Role
• Follow the lead of trained Six
Thinking Hats facilitator
• Stick to the hat (type of thinking)
that is in current use
• Try to work within the time limits
• Contribute honestly & fully under
each of the hats
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Brainstorming
Objectives
• Describe the objective(s) of the
exercise
– New product or service ideas?
– New feature ideas?
– Feature/Product naming?
– Promotion ideas?
– New process for doing something?
• Define top requirements or
restrictions
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Rules
• No idea is a bad idea
• Be creative
• Take risks
• No criticism allowed
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Summarize
• Review ideas
• Vote on top candidates and
consolidate
• Check requirements and
restrictions
• Trim list to top 5-10 ideas
34. C Jalasayanan 34
Next Steps
• Describe what happens next
– Research the ideas generated?
– Follow up with larger group?
• Generate action items for
follow up
– Start turning ideas into reality
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Remember These
EFFECTIVENESS
BE CONSTRUCTIVE
GIVE RESPECT
SELF-IMPROVEMENT
FULL
CONTRIBUTION
36. C Jalasayanan 36
Fixed Sequences
Blue White Green Yellow Black Red
Define
the
problem
Look at
available
information
Generate
possible
solutions
Check
feasibilty
of each
solution
Assess
weakness
ess of
each
solution
Decide how
you feel
about the
solutions
37. C Jalasayanan 37
Blue
White
Green
Yellow
Black
White
Blue
Define the problem
Look at available information
Generate possible solutions
Check feasibility of each solution
Assess weakness of each solution
Match between solutions/info. Are the solutions
feasible based on the information we have?
Choice of the final solution and next step.
Problem Solving
38. C Jalasayanan 38
Creative Effort
Blue
White
Green
Yellow
Black
Blue
Green
Red
Clarify creative need
Look at/into the subject
Generate ideas
Find the benefits of the ideas
Identify the faults in the ideas
Remove the faults
Decide how we feel about the idea
Summarise the exploration
39. C Jalasayanan 39
Alternative
Sequencing
• Red Hat - Beginning
• When there are strong emotions and
feelings - gets them out on the table
• When a subject has been around a
long time - there will be feelings
• If a subject is controversial
• Dangers of red hat first:
– Boss present and expresses feelings
– Certain cultures
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Alternative
Sequencing
• White Hat - Beginning
• When the subject is new to
anyone
• Subject is neutral - no fixed
views
• Where purpose is exploration
of subject
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Alternative
Sequencing
Blue Hat - simplest ending
• Summarize - review - make
decision
• Determine next steps
• May end the sequence
– Or use black or red hat and
come back to blue
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Alternative
Sequencing
Black Hat - ending
• Towards the end for final
assessment
• Gives confidence to generate
bold ideas
• Points out difficulties
• Should be objective as possible
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Alternative
Sequencing
Red Hat - ending
• Use after decision for
emotional reaction
• When alternatives are evenly
balanced
• When there is insufficient
information
47. C Jalasayanan 47
For Further Course
C Jalasayanan
Jalasayanan@gmail.com
Jalasayanan@hotmail.com