...Six Thinking Hats Anngellet Jones Dallas Baptist University Creative Problem Solving/Marketing Decisions MRKT 6301 Professor Toni McNutt November 2, 2012 Six Thinking Hats Introduction Six Thinking Hats, is authored by Edward de Bono. Mr. de Bono comes from a well-educated family from Malta. De Bono’s parents were Joseph and Josephine de Bono. Mr. de Bono graduated at the age of 15, and was nicknamed genius. Mr. de Bono has several degrees, including a couple of doctorates. Mr. de Bono is a physician, author, inventor, and a consultant. The phase lateral thinking as a term was introduced by Mr. de Bono. Mr. de Bono is widely known for his development of lateral thinking as a skill. De Bono used his medical experience as his inspiration for understanding the brain as a self-organizing system, which allowed de Bono to create practical tools for thinking (Powell, 2007). Mr. de Bono is an activist for teaching lateral thinking as a subject in schools. Development of Lateral Thinking The development of Mr. de Bono’s theory was a result of his path from medicine during the 1960’s. Mr. de Bono’s path lead to the use of a system for solving health problem but related it to the thinking process, but more specifically creativity thinking. Mr. de Bono’s was researching the glands and kidney system at the time of developing the thinking process as a result of recognizing they were self-organizing glands. Mr. de Bono related his research of the self-organizing systems to the...
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...The Six thinking hats was developed by Edward de Bono in 1985. It has since become an international bestseller and integrated into many corporations for decision making saving tremendous amount of time and giving clear focus to complex business case situations. It focuses on “what can be” versus “what is”. Traditional thinking was defined 2300 years ago by the “Greek Gang of Three” Plato, Socrates and Aristotle. Their thinking was based on an argumentative model which is fine but not complete. Six thinking hats uses constructive, or parallel thinking model using the analogy of six hats to represent each perspective. The six hats are: - The white hat – facts and figures - The red hat - emotions and feelings - The black hat – cautious and careful - The yellow hat – Speculative and positive - The green hat - creative thinking - The blue hat – control of thinking This method is an excellent technique for making sure a problem is analyzed from all directions. It is a process that makes case analysis simple. It succeeds for several reasons: Power: The technique allows members of a group to go in one direction rather than defending a position. The experience and knowledge from all members is directed at the case. Time Saving: following the process and eliminating the argumentative method decisions are made more quickly, less time arguing. Removal of Ego: presenting and defending an idea can be become a defense of your ego versus real problem solving. With parallel...
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...thinking and decision making strategies among other resources. There are a lot of details to consider in regards to this decision, such as the value of the remaining steel, the amount of steel rings on hand, the cost of the industrial machines, and how much money would be needed to produce the plastic rings inclusive of the necessary tools and equipment. With gathering all the necessary information Lawrence would be using the white hat from the Six Thinking Hats process, an important and prevailing technique that allows a person to look at decisions from a number of important perspectives. This procedure provides a well-rounded view of a situation, forcing you to move outside your habitual thinking style. Colored hats are used as metaphors for each direction. Switching to a direction is symbolized by the act of putting on a colored hat, either literally or metaphorically. These metaphors allow for a more complete and elaborate separation of the thinking directions. Information, Emotions, Discernment, Optimistic Response, and Creativity, The six thinking hats indicate problems and solutions about an idea the thinker may come up with. If...
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...SUMMARY AND ORGANIZATION OF THE BOOK: “People do not choose an argument because it is the preferred method. They simply don’t know any other way. The Six Hats provides another way.” - (extract from the book) Six Think Hats provides us with an entirely different approach of thinking. The author introduces the art of “parallel thinking”. Communication, decision making, brain-storming, meetings are made a whole lot easier and effective with the Six Thinking Hats method. Six Thinking Hats is a 177 page book with 43 chapters. The chapters are organized into six major sections, which focus on the functions of six different hats. The first three chapters introduce the concept of six hats to the readers. The rest of the chapters address the hats with 5 to 8 chapters per section. The last two chapters provide the benefits of using the six hats method and conclusion. ABOUT THE AUTHOR: Edward de Bono is regarded as the leading authority in direct teaching of thinking as a skill. He originated the term “lateral thinking” and has developed formal techniques for deliberate creative thinking. Biography: Edward Charles Francis Publius de Bono was born in Malta on 19 May 1933. De Bono then gained a medical degree from the University of Malta. He was a Rhodes Scholar at Christ Church, Oxford, in England where he gained an MA in psychology and physiology. He also has a PhD degree and a DPhil in medicine from Trinity College, Cambridge, a DDes (Doctor of Design) from the Royal...
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...BOOK TITLE : SIX THINKING HATS AUTHOR : EDWARD DE BONO In this book the author introduces a way of how to think. He introduces the concept of parallel thinking. He says that the enemy of thought is its complexity, which leads to confusion. When the thoughts are clear and simple, it is easy to make decisions. The concept of six hats is very simple to understand and use. In ordinary, unstructured thinking this process is unfocused; the thinker leaps from critical thinking to neutrality to optimism and so on without structure or strategy. The Six Hats Thinking process attempts to introduce parallel thinking. Many individuals are used to this and develop their own habits unconsciously. Sometimes, these are effective and sometimes times not effective. What is certain is that when thinking in a group these individual strategies will tend not to converge. As a result, discussion will not tend to converge. Due to the power of ego and the identified predilection to black thinking hat in the majority of western culture, it can lead to very destructive meetings. Even with clear shared objectives and good courtesy in any collaborative thinking activity there is a natural tendency for "spaghetti thinking" where one person is thinking about the benefits while another considers the facts and so on. The six hats process avoids this. Everyone considers and everyone looks in the same direction together. For example, a façade of a house (metaphorically speaking) and then the group will turn...
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...Evaluating Practical Workplace Decisions Using de Bono’s ‘Six Thinking Hats’ Background/Bio on Dr. Edward de Bono Dr. Edward de Bono 1933 to current. (Systems, 2014) Dr. Edward de Bono 1933 to current. (Systems, 2014) Nominated for the Nobel Prize for Economics in 2005, Edward de Bono is regarded by many as the leading authority in the field of creative thinking, innovation and the direct teaching of thinking as a skill. He is equally renowned for his development of the Six Thinking Hats technique and the Direct Attention Thinking Tools. He is the originator of the concept of Lateral Thinking, which is now part of language and is listed in the Oxford English Dictionary. Dr. de Bono was born in Malta. He was a Rhodes Scholar at Oxford, holds an MA in psychology and physiology from Oxford, a D. Phil. in Medicine and also a Ph.D. from Cambridge. He has held faculty appointments at the universities of Oxford, Cambridge, London and Harvard. His instruction in thinking has been sought by many organizations: IBM, Prudential, GM, BT (UK), NTT (Japan), Nokia (Finland), Mondadori (Italy), Total (France), Siemens (Germany), Bosch (Germany), Ericsson (Sweden) and many others. His methods are now mandatory in the school curriculum in many countries and widely used in others. He has written 70 books with translations into 38 languages and has been invited to lecture in 57 countries. Dr. de Bono was chosen by a group of academics as one of the 250 people who had contributed most...
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...Aprendizaje Organizacional 16/10/14 Seis Sombreros para pensar Edward De Bono nos dice que hay dos tipos de pensamiento: Pensamiento creativo.- Se centra en producir propuestas, establecer objetivos, evaluar prioridades y generar alternativas. Pensamiento reactivo.- Consiste en el dialogo y la argumentación dialéctica, sirve para reaccionar ante un interlocutor pero no para generar propuestas. Edward De Bono afirma que se puede aprender a usar el pensamiento creativo como se aprende cualquier otra habilidad. Los seis sombreros racionalizan y secuencian la confusión que caracteriza al pensamiento, en que la creatividad, la lógica, la información o la esperanza se solapan y nos agobian. Los seis sombreros son la intención y los movimientos para llegar a algo, lo que convierte una idea en realidad. Los seis sombreros nos permiten: * Representar un papel.- Cuando el miembro de un grupo "se pone un sombrero" está representando un papel, y por lo tanto está de alguna forma liberándose de las defensas del ego, que son responsables de los errores prácticos del pensar. * Dirigir la atención.- Al “ponerse un sombrero” se debe dirigir la atención de forma consciente hacia una forma de pensar que nos da seis aspectos diferentes del asunto. * Crear flexibilidad.- Al pedir a alguien o a uno mismo que use un sombrero, se le está pidiendo que cambie de modo, que deje de ser negativo y se le da permiso para que sea puramente emocional. * Establecer las reglas del juego...
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...Black hat: virgin mobile recuit students as maketers who work on promotion. But students lack of promotion experience, they are not exper promoter. Virgin mobile and other mobile operators think students are the largest market in the industry competition, but its difficult to market to students because they are hard to reach and they are cynical about sales pitch. Virgin mobile decide recuit students as their promoter,but it is problem that how to identify student markers with brilliant ideas and good selling skills. Red Hat: 1.Virgin Mobile phone operator worried about the fierce competition. 2.Virgin Mobile phone operator hopeful promote the brand to students and open the large students market. 3.Virgin Mobile phone operator expected winning a large market share in the student market. 4.The students hated to promotes sales. 5.Students satisfied with mobile phone can be convenient to contact. White Hat: 1.Virgin Mobile is a phone operator in UK. 2.Now,Strong competition between mobile phone operators. 3.Great potential in student market,such as UK,there are 2.5 million students in this place,and 96 percent of them own a mobile phone. 4.Student market are hard to promote and students are cynical about sales pitch. 5.Virgin Mobile has decided to work on promotional campaigns in the campus,in order to promote the brand to students. Blue hat: Virgin mobile think student market has most potential than other market and decided to entry the student market with brilliant idea or good selling skills...
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...SEMINAR PAPER Creative Techniques for Problem Solving Korbinian Dennerlein H0954189 Strategy, Innovation & Management Control Vienna University of Economics and Business Course: 5876 Personal skills -‐ Problem solving Instructor: Desislava Vacheva (BSc.MSc.) Korbinian Dennerlein H0954189 CREATIVE TECHNIQUES Innovation and creativity foster and generate a crucial resource in today’s constantly changing business environment. It is essential to handle this resource carefully and to act target oriented in order to gain a sustainable competitive advantage. Nevertheless, it is important not to lose focus on the core business and to keep the balance between exploitation and exploration. Therefore, it is important to apply creativity in the right way. This application should preserve the stable and working organization from being too chaotic. A general way to divide the various approaches is to cluster them into divergent and convergent techniques. Divergent techniques aim at generating a high number of ideas in order to have a wide range of possible solutions to choose from. In comparison, convergent techniques deal with a certain problem and search step-by-step for a single right solution.1 In the beginning of this paper I want to explain one divergent concept in...
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...Six Caps Case Study University of Phoenix Undergraduate Nursing Studies Introduction In the words of Albert Einstein, “the world we have created is a product of our thinking; it cannot be changed without changing our thinking.” Today more and more nurses have to change their thinking process to ensure clients receive quality care. Therefore, clinical judgments cannot be based on speculation but on outcome, directed thinking. As the client health status changes, the nurse must be able recognize, assess, and evaluate all the presenting information to make an outcome decision that is best for the client and client’s family. To make appropriate decisions require nurses to put on their thinking caps. Edward de Bono’s six thinking caps integrates knowledge, comprehension, application, analysis, and evaluation allowing the nurse to make quality, outcome based decision. The purpose of this paper will focus on a case study using six thinking caps to critically analyze and make clinical decisions in promoting client safety and quality care. White Cap Thinking Looking at the case study with the White, Ms. Marianne first presented with a severe headache. The nurse uses her knowledge base about hemorrhagic stroke to decide what additional information is needed. Since information cannot be obtained from the patient, the nurse ask the patient’s family questions about the patient’s health problems, family health problems, medical history, medication regimen...
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...conflict | Teams who solve conflicts quickly and as a team are likely to succeed. | Clashing personalities could draw conflicts out longer average. | Consequences | Teams realizing consequences allow creativity within the group. | Team members who believe he or she is not accountable may omit themselves from the consequence. | 2. Identify the team formation strategy that is most suitable for Riordan Manufacturing, and provide the rationale for the decision. Your response should be at least 100 words. The diverse group of employees at Riodan Manufacturing Pontiac, Missouri will allow a team formation strategy called Six Hats. The concept behind Six Hats is each employee wears a different "hat" (role) in the team. Each of the Six Thinking Hats represents a different direction or type of thinking, which is identified by a color (Application of Six Thinking Hats in Education, 2011) : * White for facts and data * Black for difficulties and problems * Red for feelings and gut instinct * Green for creativity * Yellow for value and benefits * Blue for thinking process With the exception of three employees (Tucker, Shotwell,...
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...(mandatory Shirley Sargent, Da Prille, Lewis, Creemens) and with participation of KFS representative managers and somebody experienced from Tsutsumi. Taking into consideration that Tsutsumi didn't report so far any problem with the same engineering drawings, and also looking at their decrease in defects rate (from 7 occurrences per shift to one per shift by April), it looks that if they had a problem with the seats, they managed to solve it from the beginning. So, they should act like a benchmark for TMM; however, nobody asked them about it, even both plants belong to the same company. So internal cooperation should be encouraged between both factories. • In this team, as framework for thinking, we would encourage the team to use the Six Thinking Hats Method, for getting the real causes and finding optimal...
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...Bloom’s Taxonomy Wheel/Circle- Wall/Poster Display This version Copyright in2edu.com. 2003 ? Activites Instructions Cut and add to other parts from other pages to make up wall chart. You can enlarge to A3 and then add other sections around this. Keep at A4 and paste/laminate all sections together to make up the final wheel as ilustrated below. Put the parts together in whatever way you want!!!! ? Activites Based on Task Oriented Question Construction Wheel & Bloom's Taxonomy. ©2001 St. Edward's University Center for Teaching Excellence. www.stedwards.edu/cte/bwheel.htm Describe Restate Summarise/outline Confirm Match Defend Distinguish Grasp Recall Use Tell Paraphrase Compare Interpret Produce Meaning Learned Material.. Identity Transform Predict Relate Exploring Apply Make Illustrate Extend Infer Investigate List Dramatise Draw Express Generalise Define Listen Locate Change Complete Change Explain Report Model Select Label Recognise Comprehension Sketch Classify Observe Draw Describe Solve Construct Paint State Discover Name Choose Collect Application Knowledge Write Memorise Recite Show Prepare in2edu.com Use in a new concrete situation Analyse Classify Examine Seperate Break into parts~ see Critique Compare Solve Synthesis Point Out Distinguish relationships Organise Categorise Investigate Weigh Assess Judge my Contrast Subdivide Debate Criticise Rate Hypothesise information Combine What if Select Differentiate Argue Decide Explain Compare Invent new Judge...
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...| Information based decision making | Unit 5002V1 | | | 4/1/2015 | Task 1 (600-700 words): A.C.1.1 – Examine the nature of data and information Data comprises of factual information. Data are the facts from which information is derived. Data is not necessarily informative on its own but needs to be structured, interpreted, analysed and contextualised. Once data undergoes this process, it transforms in to information. Information should be accessible and understood by the reader without needing to be interpreted or manipulated in any way. Knowledge is the framework for understanding information and using it to inform judgements, opinions, predictions and decisions – a pyramidal relationship (See diagram 1) Diagram 1: There are 2 types of knowledge: 1) Explicit knowledge (“know that”) – derived from facts, easily communicated via hard data and facts and 2) Tacit knowledge (“know how”) – more of a personal framework informed by beliefs, schemata, mental frameworks, difficult to verbalise or write down, more based on process rather than factual content. In the field of knowledge management, tacit knowledge is individual specific and can be acquired without language through observation and practice. This type of knowledge is acquired through experience, and therefore from a knowledge management perspective, shared experiences are a key platform to share tacit knowledge. A clinical example: The Trust has a standard assessment proforma for new patients...
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...with the six thinking hats system so that organisations can be more productive, focused, and mindfully involved. The six hats were coloured: * White * Yellow * Black * Red * Green * Blue White Facts (also known as white paper) - The people under the white hat are required to retrieve all of the facts that may be needed this includes all the data and information. They are also required to identify information that may be needed. Yellow Positive (also known as sun shine) - The people under the yellow hat are required to have a positive view of things and to look for benefits in the given decision or situation they will also encourage a positive view on the rest of the team. Black Negative (also known as a stern judge) - The people under the black hat will always be cautious of every decision or situation Red Feelings (also known as fire and warmth) - The people under the red hat will say what they feel without being judged. Green Creativity (also known as vegetation and rich growth) - the people under the green hat are required to be creative and to come up with new ideas. Blue Control (also known as the sky and overview) - the people working under the blue hat are in control of the process, they ask for summaries, conclusions and decisions . Why Six Thinking Hats Here are a couple of reasons for using Six Thinking Hats: 1. More complete thinking. Six Thinking Hats helps you leverage more complete thinking. In the Six Thinking Hats, each...
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