Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Copy of De Bono's Six Thinking Hats

Staff Development Day - Barnier PS
by

Muhammad Madni

on 21 December 2012

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Copy of De Bono's Six Thinking Hats

De Bono's Six Thinking Hats The thinking hats provide a framework to help students think clearly and thoroughly by directing their thinking attention in one direction at a time. How to become a
lifelong thinker... 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, a way to facilitate creativity and collaboration. It enables each person's unique point of view to be included and considered, as well as an opportunity for people to think in a more divergent way than they may normally think. Endless discussion becomes a thing of the past. Thinking becomes more thorough.

www.debonoforschools.com The Blue Hat
Thinking About Thinking Every Six Thinking Hats sequence begins and ends with Blue Hat Thinking.
At the beginning of Six Hat Thinking, the Blue Hat is used to define the focus (what we're going to think about). Under the Blue Hat, we also lay out which hats will be used, in what order, and for what amount of time.
At the end of a Six Thinking Hats session or meeting, Blue Hat Thinking is used to note conclusions and determine next steps. This hat asks the following types of questions:
What are we thinking about?
What is our goal?
What thinking is needed?
How can I organise my thinking?
What is the next step?
What action do I need to take now? White Hat Thinking focuses on data, facts, and information known or needed. White Hat Thinking separates fact from speculation. With the White Hat, we look for information that is relevant to the current focus.
Relevance may range from crucial fact to barely relevant. Accuracy may range from hard fact that can be checked easily, to information that is likely to be untrue. Information that falls at any point along these two spectrum's can be offered in White Hat thinking so long as the person who offers it also indicates where on each spectrum it falls. The White Hat
Facts and Information www.debonoconsulting.com www.debonoconsulting.com This hat asks the following types of questions:
What information do I have?
What are the facts?
What information do I need?
How will I get the information I need?
What information is missing?
How relevant is this information? So basically... The Yellow Hat - Benefits The Black Hat - Cautions or Judgement The White Hat - Facts and Information The Green Hat - Creativity The Red Hat - Feelings The Blue Hat - Thinking about Thinking Green Hat Thinking focuses on creativity and innovation: possibilities, alternatives, solutions, new ideas. Green Hat Thinking provides a specific time that is dedicated to creative thinking and innovation. Green Hat Thinking helps us find new ways of doing things, and it also provides an opportunity to think about ways to overcome concerns identified during Black Hat Thinking.

Green Hat Thinking may be used on its own or within a Six Thinking Hats sequence where the hats are used in a particular order to thoroughly explore a subject. The Green Hat
Creativity This hat asks questions like:
What new ideas are possible?
What is my suggestion?
Can I create something new?
How can I solve the Black Hat problems?
What is another way to do this?
Is there an alternate solution? Your 2 minute Green Hat task:
A man is walking down a busy street with a brown paper bag over his head. Put on your green hat to suggest possible reasons why he might be doing this. Try to come up with at least 5 possibilities. So, how can you use the Thinking Hats in your classroom? The Yellow Hat
Benefits This hat asks questions like:
What are the good points?
Why can this be done?
Why is this a good thing?
What are the benefits?
Who will reap the benefits?
How are the benefits going to be enjoyed?
Can this idea be made to work?
Is this idea feasible? Black Hat Thinking explores ways that an idea may not fit the situation, problems we may need to overcome, faults, or why something may not work. During Black Hat Thinking we consider obstacles, existing or potential downsides, and concerns.

The single word that best describes the nature of the Black Hat is “caution.” If we are not cautious, we risk damage, danger, and disaster both for ourselves and for others. Black Hat Thinking protects us from harm. The Black Hat
Cautions and Judgements Red Hat Thinking focuses on feelings, hunches, gut instinct, and intuition. Red Hat Thinking usually lasts no longer than 30 seconds and is best described in one to two words.

Red Hat Thinking gives validity to feelings and intuition and doesn't require any explanation. Red Hat Thinking may be used more than once within a Six Thinking Hats sequence to gauge feelings. It is not uncommon for Red Hat feelings to change throughout Six Hat Thinking.

Red Hat Thinking is a helpful tool when used to sort or prioritise new ideas generated during Green Hat Thinking. The Red Hat
Feelings Your Black Hat Task:
You have two minutes to discuss the following using black
hat thinking.


"What if you had an extra
eye in the back of your head?" The Red Hat asks questions like:
How do I feel about this?
What do I like about this?
What don't I like about this?
What's my intuition telling me?

Feeling can be varied. They may include feeling upset, fearful, excited, angry, determined, exasperated, optimistic, tired, bored or curious.

Feelings need no explanation or
justification. Your Red Hat Task:
You have two minutes to discuss how you feel about the painting above. www.debonoconsulting.com www.debonoconsulting.com www.debonoconsulting.com www.debonoconsulting.com Yellow Hat Thinking focuses on values, benefits, or why something may work. With the Yellow Hat, we look for reasons for optimism and feasibility. We must have reasons why something has value or might work.
We also separate the specific idea from the underlying concept. Sometimes the idea itself is unattractive, but the concept behind the idea has great value. Any idea is only one way of carrying out a concept. There may be better ways. So we keep the concept alive and later use Green Hat Thinking to develop more feasible ways to carry it out. Questions that this hat ask include:
What is wrong with this?
Will this work?
Is it safe?
Can it be done?
Does this fit the facts,
regulations or criteria?
What are the faults?
Are we going to have any potential problems?
Are there any issues/concerns with our yellow hat ideas? Your collaborative thinking task...
You and your companions have just survived the crash of a small plane. Your task is to list the 14 below items in order of importance for your survival. You must come to an agreement as a group. Use the Thinking Hat prompt cards to help direct your thinking. Record your thoughts/ideas/solution on the 'Hat Thinking Page'. You have 10 minutes. Let's Put Them All Together! A ball of steel wool.
A small axe
A loaded handgun
A watermelon
A knife
Newspapers (one per person)
Cigarette lighter (without fluid) Extra shirt & pants for each survivor
10 x 10m piece of heavy-duty canvas
A box of matches
250mls of whisky
A compass
Family size block of chocolate
A watch What About The Research? In Visible Learning, Hattie synthesised over 800 evidence-based analysis of educational influences. He ranked them from 1 to 138. His effect size ranges from -0.2 to 1.2, with anything over 0.4 considered the desired zone.

He puts Meta-Cognitive Strategies (thinking about thinking) at an effect size of 0.69 and it is ranked 13th. He put Problem Solving Teaching at an effect size of 0.61 and ranked it 20th.
Full transcript