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Six Thinking Hats

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by

Hilary Appleton

on 7 June 2011

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Transcript of Six Thinking Hats

SIX THINKING HATS
EDWARD DE BONO the white hat the red hat the yellow hat the green hat facts, figures
neutral, objective
used to fill in information gaps
two tier system: 1. proven 2. believed
spectrum of likelihood feelings, emotions
expression in a legitimate way
feelings part of value of decision
explore feelings of others
intuition and hunches
no logical justification necessary optimism, constuctive, generative
positive assessment
includes visions and goals
find value, benefits
includes proposals and sujestions NEW ideas, innovation
creativity
alternatives
creative pause
movement
provocation and po the blue hat sets the focus
defines the problems
shapes questions
calls or using other hats
stop arguments, enforce that the rules are followed
the chair is permanently assigned the blue hat thinking role information the black hat caution, risks, danger
should we proceed
weaknesses to overcome
fit resources
procedural errors
NOT argument
avoid overuse judgement movement the hats the intro the end the example The problem we need to decide something what information do we have ?
what information do we need ? what can we do about the problem?
what is good about these solutions? what are the risks associated with these solutions?
which solutions are least valuable?
what weaknesses do we need to overcome? how do we feel about these solutions?
do we have any hunches/intuitionsabout the solutions?
how do we felt we've dealt with the situation? what do we want to acheive at the end of the meeting?
how should we get there (ie. with hats)?
what questions do we need to answer? what is a completely different way of dealing with the problem?
how can we build on other people's suggestions?
po? a prezi by magnus mee what is it? who is edward de bono? why should you care about this strategy? how does it work? let's find out! Rhodes scholar at Oxford
holds degrees in medecine and psychology
worked on faculties of : Oxford, Cambridge, London and Harvard universities
consultant to IBM, Shell. Exxon Ericsson, and Ford
written over 40 books translated into 25 different languages everyone thinks together in the same way
arguments are avoided
time is spent effectively
all possibilities are explored "In a simple experiment, the introduction of the Six Hats method increased thinking productivity by 493 percent."
- edward de bono to conclude... arguments are avoided time is spent effectively all ideas are explored fully everyone works together! "we got through as much information and brainstorming in 5 hours that we would have normally accomplished in a year of meetings with tremendous alignment and input from everyone."
-Global Training & Development Associate, Elanco Animal Health
Full transcript