28244762 debono 6 thinking hats course

8/9/2019 28244762 Debono 6 Thinking Hats Course

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PresentedbySuhail Iqbal

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EdwarddeBonos 6ThinkingHatsARevolutionaryNewFramework CourseforLeaders,Teams Course for Leaders, Teams andIndividualsThinking(Hats) + Action(Shoes) = Value(Medals)10/22/2008 EdwarddeBonoFoundationPakistan 2


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10/22/2008

EdwarddeBonoFoundationPakistan

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Trainer:Suhail IqbalResearch Scholar(Strategic and Project Management), MS(Computer Science), MBA(MIS), MBA(Mkt), MA(English), BE(Civil Engineering), LI05 Grad MBCS(UK), MIEEE(USA), MACM(USA) MASPRS(USA), MASQ(USA), MCSP(Pak), MBCS(UK) MIEEE(USA) MACM(USA), MASPRS(USA) MASQ(USA) MCSP(P k) I Eng MICE(UK), MIE(Pak), PE(Pak), PMP, MCT, MCSE2000+I, MCDBA, A+, Network+, iNet+

PresentedbySuhailIqbal

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About Edward de Bono AboutEdwarddeBono

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Dr. de Bono was born in Malta. Dr.deBonowasborninMalta. RhodesScholaratOxford,holdsanMAin py psychologyandphysiologyfromOxford,a gy p ygy , D.Phil.inMedicineandalsoaPh.D.from Cambridge. Heldfacultyappointmentsatthe universitiesofOxford,Cambridge,London andHarvard. d d NominatedfortheNobelPrizefor Economicsin2005 E i i 200510/22/2008 EdwarddeBonoFoundationPakistan 7


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Leading authority in the field of creative Leadingauthorityinthefieldofcreative thinking,innovationandthedirect teachingofthinkingasaskill. RenownedforhisdevelopmentoftheSix ThinkingHatstechniqueandtheDirect AttentionThinkingTools. OriginatoroftheconceptofLateral Thinking,whichisnowpartoflanguage h k h h fl andislistedintheOxfordEnglish Dictionary. Dictionary10/22/2008 EdwarddeBonoFoundationPakistan 8


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Backgroundinselforganizingsystemsledhimto g g g y deriveanunderstandingwhichhethenappliedto theneuralnetworksofthebrain(seeThe MechanismofMind1969 Penguinbooks). Mechanism of Mind 1969 Penguin books) Hisinstructioninthinkinghasbeensoughtby manyorganizations:IBM,Prudential,GM,BT(UK), NTT(Japan),Nokia(Finland),Mondadori(Italy), Total(France),Siemens(Germany),Bosch (Germany),Ericsson(Sweden)andmanyothers. (Germany) Ericsson (Sweden) and many others Hismethodsarenowmandatoryinthescho

ol curriculuminmanycountriesandwidelyusedin others.10/22/2008 EdwarddeBonoFoundationPakistan 9


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ACHIEVEMENTS LateralThinking Lateral Thinking DirectTeachingofThinking Language Ideas Games Movements

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PUBLISHEDWORKS(67+Books) PUBLISHED WORKS (67+ Books) TheUseofLateralThinking (1967)ISBN0140137882 NewThink ( (1967,1968)ISBN0380014262 ) TheFiveDayCourseinThinking (1968) TheMechanismoftheMind (1969),ISBN0140137874 LateralThinking:CreativityStepbyStep,(1970),ISBN0060903252 Lateral Thinking: Creativity Stepby Step (1970) ISBN 0 06 090325 2 TheDogExercisingMachine (1970) TechnologyToday (1971) PracticalThinking Practical Thinking (1971) LateralThinkingforM

anagement (1971) Po:ADeviceforSuccessfulThinking (1972),ISBN0671213385ChildrenSolveProblems (1972)ISBN139780060110246,ISBN10 ( ) , 0060110244 Po:BeyondYesandNo (1973),ISBN0140217150

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PUBLISHEDWORKS(67+Books) PUBLISHED WORKS (67+ Books) Eureka!:AnIllustratedHistoryofInventionsfromtheWheeltotheComputer

(1974) TeachingThinking (1976) TheGreatestThinkers:TheThirtyMindsThatShapedOurCivilization (1976),ISBN 0399117628 Wordpower (1977) TheHa

ppinessPurpose (1977) Opportunities :Ahandbookforbusinessopportunitysearch (1978) FuturePositive (1979) AtlasofManagementThinking (1981) DeBono

sCourseinThinking (1982) LearnToThink:CoursebookandInstructorsManual (1982),ISBN0884961990 Tactics:TheArtandScienceofSuccess (1985) Conflicts (1985) Masterthinker

sHandbook (1985) SixThinkingHats (1985)ISBN0316178314 IAmRight,YouAreWrong:FromThistotheNewRenaissance:FromRockLogicto EdwarddeBonoFoundationPakistan 10/22/2008 12 WaterLogic (1990)ISBN0140126783


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PUBLISHEDWORKS(67+Books) PUBLISHED WORKS (67+ Books) HandbookforthePositiveRevolution (1991)ISBN0140126791 SeriousCreativity:UsingthePowerofLateralThinkingtoCreateNewIdeas (1992)ISBN0002551438 Sur/Petition (1992)ISBN0887305431 TeachYourselfHowtoThink Teach Yourself How to Think (1995) HowtoBeMoreInteresting(1998) Simplicity (1999) ThinkingintheNewMillennium (1999) g ( ) WhyIWantToBeKingofAustralia (1999) HowtoHaveABeautifulMind (2004) SixValueMed

als (2005) H+(Plus):ANewReligion (2006) HowtoHaveCreativeIdeas (2007) FreeorUnfree?:AreAmericansReallyFree? (2007)ISBN1597775444

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DeBonoMaterial De Bono Material TheNewCoRTThinkingLessonsCD TheCoRTThinkingLessonsvideobyEdwardh h k d b d d deBono TheNewSixThinkingHatsforSchoolsCD TheSixThinkingHatsvideobyEdwardde g y Bono The Six Thinking Hats for Schools videoby TheSixThinkingHatsforSchoolsvideoby EdwarddeBono Training Coursesby Peter de Bono TrainingCoursesbyPeterdeBono10/22/2008 EdwarddeBonoFoundationPakistan 14


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AboutTheCourse About The Course Six Thinking Hats SixThinkingHats

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LearnHowtoImmediately Learn How to ImmediatelyLookatProblems&DecisionsSystematically Look at Problems & Decisions Systematically ThinkClearly&Objectively GenerateMore&BetterIdeasQuickly G & d Qi kl MinimiseConflict MakeMeetingsMuchShorter&More Productive ConfidentlyFindtheBestSolutions Make Thorough Evaluations MakeThoroughEvaluations 10/22/2008 EdwarddeBonoFoundationPakistan 18


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WhatYouwillLearn What You will Learn The process encourages your people to Theprocessencouragesyourpeopleto separatefactfromopinion,tolookfullyat bothpositiveandnegativeoptionsandtoget both positive and negative options and to get hiddenagendasthatcansabotageany meetingonthetable. meeting on the table Itstimulatestheirinnatecreativityandhelps themdiscoverhowtoturnseemingly them discover how to turn seemingly insolubleproblemsintorealopportunities.

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Whoshouldattend? Who should attend? Strategy teams Strategyteams, Projectmanagers, ManagersandExecutiveswhowantgreater d i h levelsofinnovationandcreativity, Individualcontributorsand Teamsworkinginhighlycompetitiveor g g y p changingenvironments.

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IMAGINEIT! IMAGINE IT! Your team has the skills and techniques they Yourteamhastheskillsandtechniquesthey needtomakethebestdecision. Fast Smart Efficient Fast.Smart.Efficient. Itsnotimpossible. Infact,itssimple. Oncetheyknowhow. y ThatswhereDr.EdwarddeBonosSix ThinkingHats comes in Thinking Hatscomesin.10/22/2008 EdwarddeBonoFoundationPakistan 21


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SKILLSANDTOOLS SKILLS AND TOOLS This systematic method of thinking in a Thissystematicmethodofthinkingina completelynewanddifferentwaywillprovide youremployeeswithskillsandtoolsthatthey your employees with skills and tools that they canapplyimmediately!Seeresultsindays, notmonths. not months

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PERCEPTION,LOGIC&WISDOM PERCEPTION, LOGIC & WISDOM Perception ishowweseetheworldaround us. us Logic ishowwemakethebestuseofthose perceptions. Wisdom isdirectlybasedonperception.Its theabilitytotakeinmanythings. Twomainaspectsofperception are: p p p Breadth Howbroadaviewintaken? Change Ability to look at exactly thesame thing Abilitytolookatexactlythesamething butinadifferentway10/22/2008 EdwarddeBonoFoundationPakistan 24


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COLLECTIVEWISDOM COLLECTIVE WISDOM Thedifferencebetweenbrilliant andmediocreteamsisntso muchintheircollectivemental m ch in their collecti e mental capacity,butinhowwellthey p y, y cantapintotheircollective wisdomandhowwellthey id dh ll th functiontogether. function together.10/22/2008 EdwarddeBonoFoundationPakistan 25


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PERSPECTIVES To help individuals adopt a variety of Tohelpindividualsadoptavarietyofperspectivesonasubjectthatmaybevery differentfromtheonethattheymightmost different from the one that they might most naturallyassume. Each of the hats is named for a color that is Eachofthehatsisnamedforacolorthatis mnemonicallydescriptiveoftheperspective oneadoptswhenwearingtheparticularhat. one adopts when wearing the particular hat

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Aftertrainingyoullbeableto: Holdcriticalmeetingswithoutemotionsoregos makingbaddecisions g Avoidtheeasybutmediocredecisionsbyknowing howtodigdeeper g p Increaseproductivityandevenmoreimportant be moreeffective Makecreativesolutionsthenorm g p g Maximizeandorganizeeachpersonsthoughtsand ideas Gettotherightsolutionquicklyandwithashared vision10/22/2008 EdwarddeBonoFoundationPakistan 28


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REFERENCEMATERIAL SIXTHINKINGHATSbyEdwardde Bono SIXTHINKINGHATS WORKBOOK1by EdwarddeBono SIX THINKING HATS WORKBOOK 2by SIXTHINKINGHATS WORKBOOK2 by EdwarddeBono TEACHYOURCHILDHOWTOTHINK byEdwarddeBono10/22/2008 EdwarddeBonoFoundationPakistan 29


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CONTENTS ModuleI Introduction ModuleII ThinkingwithSixHats ModuleIII SixThinkingHatsExplained M d l III Si Thi ki H t E l i d ModuleIV HatPairs ModuleV SequenceUse

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CONTENTS Toolsandtechniquesfocusingoneachhat Frameworksforstructuringmeetingsand focusingmeetings g g Howtoturndisagreementsintopositive contributions Techniquesforopportunitythinking P Programmingmeetingsforasuccessful i ti f f l outcome Creatingtheactionplan10/22/2008 EdwarddeBonoFoundationPakistan 31


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INTRODUCTIONMODULEI MODULE I

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Introduction AdversarialandParallelThinking Donotthinkeverything,AllatOnce. ThinkeachideainTurn Brainchemicalsettings BrainswithinBrain SeparateEgofromPerformance Separate Ego from Performance BeRespectful AllowThinkingaboutThinking TreatlikeaGameEdwarddeBonoFoundationPakistan 33

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AdversarialVSParallelThinking Adversarial VS Parallel Thinking ADVERSARIAL THINKING ADVERSARIALTHINKING

PARALLELTHINKING

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ParallelThinking Parallel Thinking ParallelThinkingwiththesixThinkingHats Incontrasttotraditionalargumentor adversarialthinking. g Argumentisreliedonbecausewebelievethat ifyouremovewhatiswrong;youwillbeleft if you remove what is wrong; you will be left withwhatisright. Parallel Thinking offers practical alternative It ParallelThinkingofferspracticalalternative.It encouragescooperation,explorationand innovation. innovation



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ParallelThinking Parallel Thinking WithParallelThinkingeithersides,orall parties,arethinkinginparallel,usingthesame i hi ki i ll l i h styleofthinkingsimultaneously. Thereiscooperativeandcoordinated thinking. Thestyleofthinkingusedcanbechangedin ordertogiveabalanced,objectiveviewofthe g , j situation.10/22/2008 EdwarddeBonoFoundationPakistan 36


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THINKING ALLATONCE THINKING ALL AT ONCE

TryingtodotoomuchatonceRefer to All at Once on Page 6 of Workbook 210/22/2008 EdwarddeBonoFoundationPakistan 37


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THINKING EACHINTURN THINKING EACH IN TURN

Refer to Each in Turn on Page 6 of Workbook 210/22/2008 EdwarddeBonoFoundationPakistan 38


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EXERCISE TIME: 3minute

TRADITIONALTHINKING EXERCISE

DISCUSSION TIME: 5minutes

DescribeyoucurrentstyleofThinking?______ D ib t t l f Thi ki ? Whatareyou

rThinkingStrengths?_________ WhatareyourThinkingWeaknesses?_______ HowisitWorkingforyou?________________ How is it Working for you? WheredidyoudoyourbestThinking?_______ DosomeThinkingaroundStoneAges_____ D Thi ki dSt A Anyobservationsonyourthinkingtechniques?Refer to Page 8 & 9 of Six Thinking Hats Workbook 139


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THINKINGWITHSIXHATS THINKING WITH SIX HATSMODULEII MODULE II

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ThinkingwithSixHats Thinking with Six Hats Playacting. IFYOUACTASATHINKERYOU WILLBECOMEONE WILL BECOME ONE Puttingonahat.AVERYDELIBERATE PROCESS Intentionandperformance p f RolePlaying.AnEgoHoliday The Melancholy and Other Fluids TheMelancholyandOtherFluids ThePurposeofwithsixthinkinghats SixHats,SixColors10/22/2008 EdwarddeBonoFoundationPakistan 41


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PLAYACTING IF YOU ACT AS A THINKER IFYOUACTASATHINKER YOUWILLBECOMEONE RodinsTHE THINKER Rodin s THETHINKER Throwyourselfintothat pose Emotionswillcatchup withMotions p p f AdoptaposeofathinkerRefer to Page 5, Chapter 1 of Six Thinking Hats10/22/2008 EdwarddeBonoFoundationPakistan 42


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PUTTINGONAHAT PUTTING ON A HAT A VERY DELIBERATE PROCESS AVERYDELIBERATEPROCESS Notanexcuseforinactionbutaway togetbetteraction to get better action Arealthinkinghat WalkingTalkingBreathingor DeliberateThinking ReactiveThinkingandMapmaking ActionThinking OPERACY Action Thinking OPERACY Refer to Page 8, Chapter 2 of Six Thinking Hats directingattention10/22/2008 EdwarddeBonoFoundationPakistan 43


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INTENTIONANDPERFORMANCE INTENTION AND PERFORMANCE With a true intention performance will follow Withatrueintention,performancewillfollow. Intentionisnotenough,gothroughthe motions. motions DoyouwanttobeaThinker? IntelligenceandThinking(operatingskill) Notalwaysright,clever,orproblemsolving. y g , , p g Themaskisfollowedbythesubstance. Un wrinkle your brow and Think UnwrinkleyourbrowandThink.Refer to Page 15, Chapter 3 of Six Thinking Hats



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ROLE PLAYING ROLEPLAYING ANEGOHOLIDAY AN EGO HOLIDAY RolegivesFreedom DevilsAdvocateil d CharacterPartsorColorPrinting Egoisprotectedbytherole Egoisinvolvedinplayingtherole Ego is involved in playing the role EgocanchooseapreferredrouteRefer to Page 20, Chapter 4 of Six Thinking Hats10/22/2008 EdwarddeBonoFoundationPakistan 45


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MELANCHOLYANDOTHERFLUIDS MELANCHOLY AND OTHER FLUIDS MelancholymeansblackbilefromGreek. Bodyfluidsaffectingmoodandmood d fl d ff d d d affectingthinking. Balanceofchemicals Physiologicalresponsesandconditioning y g p g signal Active and Passive Information Systems ActiveandPassiveInformationSystems Informationorganizesitselfintopatterns Active Self Organizing Information System ActiveSelfOrganizingInformationSystem

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BRAIN Brain is designed to be Brilliantly Uncreative BrainisdesignedtobeBrilliantlyUncreative. Theyformandusefixedpatterns. Remains imprisoned by thesequence of their Remainsimprisonedbythesequenceoftheir experience. E Emotionsareanessentialpartofourthinking i i l f hi ki ability. WehavedifferentbrainswithinourBrain. g g ff Unscramblethinkingthroughdifferenthats.

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THEPURPOSE THE PURPOSE DefinedRole playing Defined Roleplaying AttentionDirecting Convenience C i Possiblebasisinbrainchemistry EstablishingtheRulesoftheGame



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TheSixThinkingHats(ormodes) The Six Thinking Hats (or modes) The White Hat Information known or needed TheWhite Hat.Informationknownorneeded. TheRed Hat.Feelings,hunches,andintuition. Red TheBlack Hat.Judgmentthedevils h Black l k d h d il advocateorwhysomethingmaynotwork. TheYellow Hat.Brightnessandoptimism. Yellow TheGreen Hat.Creativity:thepossibilities, Green y p , alternatives,andnewideas. TheBlue Hat.Managethethinkingprocess. The Blue Hat. Manage the thinking process



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BENEFITS Allowtosaythingswithoutrisk Createawarenessthattherearemultiple perspectivesontheissueathand Convenientmechanismforswitchinggears Rules for the game of thinking Rulesforthegameofthinking Focusthinking L d Leadtomorecreativethinking i hi ki Improvecommunication Improvedecisionmaking10/22/2008 EdwarddeBonoFoundationPakistan 50


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THINKINGWITHSIXHATS THINKING WITH SIX HATSMODULEII(EXERCISES) MODULE II (EXERCISES)

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SIXHATSEXERCISES SIX HATS EXERCISES REMEMBER

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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Discuss the Six thinking hat method DiscusstheSixthinkinghatmethod ingeneralandinparticularthe roleplayingaspect.EXERCISE TIME: TIME: 1minute DISCUSSION TIME: 4minutes 4 minutes

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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats In what sort of situations do Inwhatsortofsituationsdo youthinkthemethodwouldbe mostuseful? EXERCISE TIME: Give examples of thinking Giveexamplesofthinking 1minute situationswhereyouyourself, DISCUSSION TIME: TIME: 4minutes mightliketouseoneorthe otherofthehats. other of the hats.Refer to Page 79 of Teach your Child How to Think



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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Do you think the six thinking Doyouthinkthesixthinking hatsmethodwouldbeeasyto useinpractice? What would the difficulties be? Whatwouldthedifficultiesbe? Whymightsomepeopleobject totheuseofthehats?10/22/2008 EdwarddeBonoFoundationPakistan

EXERCISE TIME: 1minute DISCUSSION TIME: 4minutes 4 minutes

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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: Thiscarcanaccelerateto60mphin just0seconds.Thefuel just 0 seconds The fuel consumptionis25milespergallon intraffic.Refer to Page 79 of Teach your Child How to Think10/22/2008 EdwarddeBonoFoundationPakistan 57

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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: Whydontwesellthefactoryand thenleaseitback? then lease it back?EXERCISE TIME: TIME: 5seconds10/22/2008

Refer to Page 79 of Teach your Child How to Think


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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: Atthispointweshouldlistthe optionswehave. options we have EXERCISE TIME: TIME: 5seconds10/22/2008



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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: IdontlikehimandIdontwantto workwithhim.work with him EXERCISE TIME: TIME: 5seconds10/22/2008



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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: Idontthinkthatputtingupthe priceofgasolinewillmakepeople price of gasoline will make people drivemorecarefully.EXERCISE TIME: TIME: 5seconds10/22/2008



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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: IfIdontgetaskedtohisbirthday partythenIdon thavetospend party then I dont have to spend moneybuyingapresent.EXERCISE TIME: TIME: 5seconds10/22/2008



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ExerciseontheSixThinkingHats Exercise on the Six Thinking Hats Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thetimeoffollowingremark: Isitnotpossibletoclimboverthat wall? wall?EXERCISE TIME: TIME: 5seconds10/22/2008



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SIX TSEX XHAT XERCISE

OBSERVATION TIME: 2minutes

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QuestionforBLUE Question for BLUE Hat BLUEHat In which order Inwhichorder shouldthegroup gothroughthe hats? hats?________________ ________________10/22/2008 EdwarddeBonoFoundationPakistan

EXERCISE TIME: 30seconds 30 seconds


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QuestionsforWHITE Questions for WHITE Hat WHITEHat Whose bat is in the picture? Whosebatisinthepicture? ________________________________ Howmuchdoesitcost? ________________________________ Howmanybatsofthateditionexist? ________________________________EXERCISE TIME: 30seconds10/22/2008

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QuestionsforRED Questions for RED Hat Howdoeslookingatthepicture makeyoufeel?________________ Would you like to own such a bat? Wouldyouliketoownsuchabat? ____________________________EXERCISE TIME: 30seconds10/22/2008



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QuestionforGREEN Question for GREEN Hat GREENHat List 3 ways that you could go about List3waysthatyoucouldgoabout acquiringsuchabat,assumingthatit isnotforsale.1. _______________________________________ _______________________________________ 2. _______________________________________ _______________________________________ EXERCISE DISCUSSION 3. _______________________________________ TIME: TIME: _______________________________________ 30seconds 2minutes



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QuestionsforBLACK Questions for BLACK Hat Ofthe3waysmentionedabove,which istheleastpractical?Why? i h l i l? Wh ? ________________________________ ________________________________ Whichif any is immoral? Which,ifany,isimmoral? ________________________________DISCUSSION TIME: 2minutesEdwarddeBonoFoundationPakistan 69

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QuestionforYELLOW Question for YELLOW Hat YELLOWHat Of the options mentioned by the Oftheoptionsmentionedbythe greenhat,whichseemsthebest one? ______________________________ ______________________________EXERCISE TIME: 30seconds10/22/2008



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SIXTHINKINGHATS SIX THINKING HATS EXPLAINEDMODULEIII MODULE III

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THEBLUE THE THE BLUE HATMODULEIII 1 MODULE III1

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TheBLUE The BLUE Hat (Observer) BLUEHat(Observer) Sky Cool Overview CONTROLofPROCESS,STEPS OTHERHATS OTHER HATSChairperson,organizer ThinkingaboutthinkingEdwarddeBonoFoundationPakistan

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TheBLUE The BLUE Hat (Observer) BLUEHat(Observer) CONTROL OF THE THOUGHT CONTROLOFTHETHOUGHTThinkingaboutthinking. Instructionsforthinking. Theorganizationofthinking. The organization of thinking ControloftheotherhatsRefer to Page 170, Chapter 42 of Six Thinking Hats g p g

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ThoughtofBLUE Thought of BLUE Hat BLUEHat FOCUS PROGRAMDESIGN SUMMARIESANDCONCLUSIONS CONTROLANDMONITORING

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ThoughtofBLUE Thought of BLUE Hat BLUEHat FOCUSToasktherightquestions. Todefinetheproblem. Settingthethinkingtasks. Setting the thinking tasks

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ThoughtofBLUE Thought of BLUE Hat BLUEHat PROGRAM DESIGN PROGRAMDESIGNStepbystep. Thesoftwareofthinking. Choreography. Choreography


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ThoughtofBLUE Thought of BLUE Hat BLUEHat SUMMARIES AND CONCLUSIONS SUMMARIESANDCONCLUSIONSObservationsandoverview. Comment. Summaries,conclusions,harvesting Summaries conclusions harvesting andreports.Refer to Page 187, Chapter 45 of Six Thinking Hats g p g

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ThoughtofBLUE Thought of BLUE Hat BLUEHat CONTROL AND MONITORING CONTROLANDMONITORINGTheChairperson DisciplineandFocus WhoisinCharge? Who is in Charge?


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SummaryoftheThoughts Summary of the ThoughtsRefer to Page 195, Chapter 47 of Six Thinking Hats

Hat of Control. Organizes thought. HatofControl.Organizesthought. Thinkaboutthethought,necessarytoinvestigate thesubject. j Conductor.Proposesorcallstouseoftheotherhats. Definesthesubjectstowardswhichthethoughtmust Defines the subjects towards which the thought must go.

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Establishesthecenter. Definestheproblems Elaboratesthequestions. Determinesthethoughttaskstodevelop. g pEdwarddeBonoFoundationPakistan 80


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Responsibleforthesynthesis,theglobalvisionandthe p f y , g conclusions. Monitorsabluehatthoughtandassurestherespectofthe rulesofthegame. l f th Stopsdiscussion,itinsistsonthecartographicthought. Reinforcesandappliesthediscipline. f pp p Choreography.Possibleinterruptions.E

stablishagradual sequenceofoperationsofthoughtthatmustberespected BlueHatassignsthespecificrolls.Rollisopentopropose commentariesorsuggestions.

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TheBLUE HATROLES The BLUE HAT ROLES Managingthe Thinking SettingOutthe Agenda DecidingNextSteps Defining the Focus DefiningtheFocus LookingatAlternative Definitions TakingRequests10/22/2008

ManagingContingent Agenda MaintainingDiscipline M it i th Monitoringth

e Thinking Asking for Summaries AskingforSummaries NotingConclusions OrganizingDecisions ii D ii O InterruptingtheFlow.82

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TheBLUE HATROLES The BLUE HAT ROLESMANAGINGTHETHINKING EXAMPLES Wearingmybluehat,Isuggestwelist ourprioritiesatthispoint.Refer to Examples on Page 10 of Workbook 2

Iwanttomakeabluehatcomment:I feelwearespendingtoomuchtimein fl di h i i detailandnotenoughonthemain problem.



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TheBLUE HATROLES The BLUE HAT ROLESSETTINGOUTTHEAGENDA EXAMPLES Firstofall,LetsputtogetheraBLUE BLUEHat Agenda. BLUE HatsnowLetssetoutour BLUE plannedstepsinthethinkingprocess. l d i h hi ki Refer to Examples on Page 10 of Workbook 2

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TheBLUE HATROLES The BLUE HAT ROLESDECIDINGNEXTSTEPS EXAMPLES Whatshouldwedonext?Letshave someBLUE BLUEHatThinking. Weseemtokeepgoingroundandround. IsuggestsomeBLUEH Thi ki I BLUE HatThinkingto decidewhatthinkingwedonext.Refer to Examples on P R f t E l Page 11 of W kb k 2 f Workbook10/22/2008 EdwarddeBonoFoundationPakistan 85


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TheBLUE HATROLES Th BLUE HAT ROLESDEFININGTHEFOCUS MakingclearthefocusoftheThinking: What is the subject? Whatisthesubject? Whatarewethinkingabout? Withwhat do we want to end up? Withwhatdowewanttoendup? Whatisthedesiredoutcome?

T b i t TwobasictypesofThinkingFocus f Thi ki F

AreaFocus Refer to Goals and Outcomes on Page 11 of Workbook 2 Goals Outcomes PurposeFocus10/22/2008 EdwarddeBonoFoundationPakistan 86


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TheBLUE HATROLES The BLUE HAT ROLESDEFININGTHEFOCUS EXAMPLES Iwanttodosomethinkinginthegeneral areaofteethcleaningathome. I need some better designs for the head Ineedsomebetterdesignsforthehead ofatoothbrush. Ineedsomestrongermaterialfor I d i lf makingthehandlesoftoothbrushes.10/22/2008 EdwarddeBonoFoundationPakistan 87

Refer to Examples on Page 11 of Workbook 2


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TheBLUE HATROLES The BLUE HAT ROLESLOOKINGATALTERNATIVEDEFINITIONS EXAMPLES Dowewanttoreducestreetcrimeorjust thefearofstreetcrime?Or,dowejust wanttobeseenasdoingsomething g g aboutstreetcrime. Wearing the BLUE Hat I would like to Wearingthe BLUE BLUEHat.Iwouldliketo restatethepurposeofthismeeting.Refer to Examples on P R f t E l Page 12 of W kb k 2 f Workbook10/22/2008 EdwarddeBonoFoundationPakistan 88


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TheBLUE HATROLES The BLUE HAT ROLESTAKINGREQUESTS Page 12 of Workbook 2 Refer to Examples on EXAMPLES Ifeelweoughttoconsiderthe constraintsatthispoint. Should we be consulting theregulations Shouldwebeconsultingtheregulations aboutwastedisposal? Isuggestwefocusontheacceptabilityof I f h bili f thisproposal.10/22/2008 EdwarddeBonoFoundationPakistan 90


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TheBLUE HATROLES The BLUE HAT ROLESMANAGINGCONTINGENTAGENDAS EXAMPLES ItmaybeusefultostartwiththeREDRED Hattogetthefeelingsofthosepresent outonthetable.Ifnegative,welldo out on the table. If negative, well do someBLACK HatThinkingtogivelogic BLACK tothesefeelings,butifpositive,we lldo to these feelings butif positive well do someYELLOW HatThinking. YELLOWRefer to Examples on Page 13 of Workbook 2



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TheBLUE HATROLES The BLUE HAT ROLESMAINTAININGDISCIPLINE13 of Workbook 2 Refer to Examples on Page EXAMPLESThereisaBLACK Hatcomment,andrightnow BLACK weareusingtheYELLOW Hat. i h YELLOW Ifyoucannotgiveanyreasonstosupportyour feelingthentheyareRED Hatratherthan RED BLACK Hat. UndertheRED Hat,youdonothavetoexplain RED orjustifyyourfeelings.Justgiveusyour j fy y f g g y feelings.



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TheBLUE HATROLES The BLUE HAT ROLESMONITORINGTHETHINKINGof Workbook 2 Refer to Examples on Page 14 EXAMPLESItseemstomethatwehaveonlyconsidered thecustomerspointofviewandnotthatof h i f i d h f theretailers. Wehavefocusedontheinefficiencyofonthe inefficiencyofasystemthatallows individualstobeinefficient. g f y Thethinkingsofarhasnotbeenvery practical.10/22/2008 EdwarddeBonoFoundationPakistan 93


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TheBLUE HATROLES The BLUE HAT ROLESASKINGFORSUMMARIES EXAMPLESIwouldliketosumupourthinkingsofar. Canwepauseandrecapwhatwehave decided? decided?Refer to Examples on Page 14 of Workbook 2 p g

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TheBLUE HATROLES The BLUE HAT ROLESNOTINGCONCLUSIONS EXAMPLESTheconclusionhasbeenreachedthatwe shouldnotopenanynewhotelsrightnow. h ld h l i h Theconclusionseemstobethatwedonot g f yf haveenoughinformationtoreachanyfirm conclusionatthismeeting.Refer to Examples on Page 15 of Workbook 2 p g

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TheBLUE HATROLES The BLUE HAT ROLESNOTINGCONCLUSIONS EXAMPLESTheconclusionisthatweareunabletoagree onanewpricingpolicy. i i li Theconclusionisthateachsalesareashould p p decideonitsownpromotionandprice cuttingpolicy.Refer to Examples on Page 15 of Workbook 2 p g

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TheBLUE HATROLES The BLUE HAT ROLESORGANIZINGDECISIONS EXAMPLESItisnowtimewemadeadecisiononthis. Canwereachadecisiononthis?We should now focus on reaching a decision Weshouldnowfocusonreachingadecision.Refer to Examples on Page 16 of Workbook 2 p g

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TheBLUE HATROLES Th BLUE HAT ROLESINTERRUPTINGTHEFLOW Inthecourseofameeting,apersonmayinterrupt withtheuseoftheBLUE Hatforseveralreasons: with the use of the BLUE Hat for several reasons: Toreducethefocus. Toaskabouttheprocessbeingusedatthemoment. To ask about the process being used at the moment Tosuggestaprocessforuse. Tocommentonthethinking. g Toaskforasummary.

Refer to Reasons to Pause on Page 17 of Workbook 2 g

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TheBLUE HATROLES The BLUE HAT ROLESINTERRUPTINGTHEFLOW EXAMPLESPuttingonmyBLUE Hat,Iwouldliketo BLUE summarizeourprogresssofar. if PuttingonmyBLUE Hat,Iwouldliketoask BLUE pp g whatwearesupposedtobedoingnow?Refer to Examples on Page 17 of Workbook 2 p g

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Refer to Page 18 of Workbook 2 for Exercise A

THEBLUE THE BLUE HATEXERCISEA YouareaskedtoinventsomeBLUE Hat BLUE remarksthatmayhavebeenmadeduring k h h b d d i theBLUE HatPartofameeting. BLUE _____________________________________ _____________________________________ ________________

_____________________ DISCUSSION _____________________________________ TIME: EXERCISETIME: 1minute10/22/2008

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EXERCISE TIME: 30seconds

Refer to Page 19 of Workbook 2 for Exercise B(1)

THEBLUE THE BLUE HATEXERCISEB

UsetheBLUE HattosetoutaThinking BLUE Agendaforeachofthefollowingsubjects. g f f f g j Thisthinkingagendashouldmakeuseofthe SixThinkingHatsbutmayalsobe g y supplementedbyotherprocedures(which y maycomeunderthehatsbutalsobe specifieddirectly.)

DISCUSSION TIME: 2minutes 2 i t

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1. Asuddenincreaseinabsenteeismat 1 A sudden increase in absenteeism at work.EdwarddeBonoFoundationPakistan

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EXERCISE TIME: 30seconds

Refer to Page 20 of Workbook 2 for Exercise B(2)

THEBLUE THE BLUE HATEXERCISEB

1. Asuddenincreaseinabsenteeismatwork.

DISCUSSION TIME: 2minutes 2 i t

2. A new entrant in the field is Anewentrantinthefieldis attemptingtobuymarketshareby loweringthepricetothepointwhere lowering the price tothe point where noprofitsarebeingmade.

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THEWHITE THE THE WHITE HATMODULEIII 2 MODULE III2

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TheWHITE The WHITE Hat (Observer) WHITEHat(Observer) WhitePaper White Paper Neutral FocusonInformationavailable ObjectiveFACTS Whatisneeded? What is needed? Howitcanbeachieved?EdwarddeBonoFoundationPakistan 104

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TheWHITE The WHITE Hat (Observer) WHITEHat(Observer)Refer to Page 34, Chapter 8 of Six Thinking Hats

FACTS and FIGURES FACTSandFIGURESCanyouroleplaybeingacomputer? Justgivethefactsinneutraland objectivemanner. objective manner Nevermindtheinterpretation:justthe factsplease. #Whatarethefactsinthismatter? f



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ThoughtsofWHITE Thoughts of WHITE Hat WHITEHat FACT,PROBABILITYORBELIEF FACT PROBABILITY OR BELIEF DISCUSSION,IDEAORMAP FACTS,TRUTHAndPHILOSOPHERS WHOHASPUTONTHEHAT?

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ThoughtofWHITE Thought of WHITE Hat WHITEHatRefer to Page 40, Chapter 9 of Six Thinking Hats

FACT PROBABILITY OR BELIEF FACT,PROBABILITYORBELIEFIsitafactoraprobability/likelihood? Isitafactorabelief? Arethereanyfacts? Are there any facts?

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DISCUSSION IDEA OR MAP DISCUSSION,IDEAORMAPDiscussion,argumentandconsensus. Ifnothingisavailable,wheredoideas comefrom? come from? Drawsupamap.

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FACTS TRUTH And PHILOSOPHERS FACTS,TRUTHAndPHILOSOPHERSHowtrueisafact? ValueoftheFactandPhilosophers Truths Truths Absolute "ingeneral" and

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WHO HAS PUT ON THE HAT? WHOHASPUTONTHEHAT?Putsonyourownhat. Askssomeonetoputonthehat. Askseveryonetoputonthehat. Asks everyone to put on the hat Choosetheanswerwiththehaton.

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Neutral and objective Neutralandobjective. q Framequestionstoobtain information. D bl Doublesystemofinformation. t fi f tiFactsverifiedandproven. f p True,butstillnotbeenverified.10/22/2008 EdwarddeBonoFoundationPakistan 111


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Variable credibility from Variablecredibilityfromalwaystrue"to nevertrue".

U bl l l Usablelevels,suchas h

"ingeneral", g , sometimes",and "inoccasionalform". "i i lf "10/22/2008 EdwarddeBonoFoundationPakistan 112


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RANGEOFACCURACY RANGE OF ACCURACYRefer to Page 21 of Six Thinking Hats Workbook 2

Hardfactswhichcanbecheckedbyanyone. f y y Hardfactswhicharerestrictedandcannotbecheckedeasily. Informationwhichdependsongeneralacceptance

. Informationwhichdependsonthecredibilityofsource. Informationwhichisonlythematterofbelief. Informationwhichdependsonhearsayorrumor. Informationwhichisareasonableguess. Informationwhichislessreasonableguess.Information which is less reasonable guess Informationwhichisknowntobedoubtful. Informationwhichisverylikelytobeuntrue. Information which is very likely to be untrue.EdwarddeBonoFoundationPakistan 113

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TYPESOFINFORMATION TYPES OF INFORMATIONRefer to Page 22 of Six Thinking Hats Workbook 2

DisputedInformation Disputed Information OtherPeoplesFeelings WhatInformationisAvailable? h f i i il bl ? WhatInformationWouldWeLiketoHave? WhatIn

formationDoWeNeed? WhatInformationIsMissing? What Information Is Missing?HowAreWeGoingtoGettheMissing Information?EdwarddeBonoFoundationPakistan 114

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TYPESOFINFORMATIONDISPUTEDINFORMATION

EXAMPLESYousaiditwastwoyearsago,butIthinkit wasfouryearsago. Idonotbelievethatcarweighs2.4tons. gRefer to Page 22 of Six Thinking Hats Workbook 2

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TYPESOFINFORMATIONOTHERPEOPLESFEELINGS(WHITE WHITEHAT) Ihaveheardhimsaythathedislikedtheidea intensely.(RED HAT) RED Idonotlikethisideaatall.Refer to Page 23 of Six Thinking Hats Workbook 2

EXAMPLES

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TYPESOFINFORMATIONWHATINFORMATIONISAVAILABLETheapplicantsresumeshowsthatthisperson hasbeenwiththesamecompanyfor20 has been with the same company for 20 years. Therehasbeennoincreaseinsalesthis quarter.Refer to Page 23 of Six Thinking Hats Workbook 2

EXAMPLES

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TYPESOFINFORMATION TYPES OF INFORMATIONWHATINFORMATIONWOULDWELIKETOHAVE?

EXAMPLESItwouldbenicetoknowhowourcompetitors willrespondtoourraisingprices. will respond to our raising prices Ifonlyweknewtheinterestratesayearfrom now,lifewouldbeeasier.

Refer to Page 24 of Six Thinking Hats Workbook 2

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TYPESOFINFORMATION TYPES OF INFORMATIONWHATINFORMATIONDOWENEED?

EXAMPLESWedonotknowwhatsalarysheexpects. Wedonotknowwhothedecisionmakeris.


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TYPESOFINFORMATION TYPES OF INFORMATIONWHATINFORMATIONISMISSING?

EXAMPLES EXAMPLES (sameasearlier)Wedonotknowwhatsalarysheexpects. Wedonotknowwhothedecisionmakeris.


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TYPESOFINFORMATION TYPES OF INFORMATIONHOWAREWEGOINGTOGETTHEMISSINGINFORMATION?

EXAMPLESTheinformationshouldbeavailableinthe patentfiles. patent files Wecouldaskthepeoplewhohaveworked withherinthepast. Theonlywaywearegoingtogetthat informationistotryitout.


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THEWHITE THE WHITE HAT WHITEHAT EXERCISE Inventtenremarksorstatementsthatmight bemadeundertheWHITE be madeunder the WHITE HAT WHITEHAT. DISCUSSION Topic:Hiringanewemployee. EXAMPLE:TIME: 5minutes 5 minutes

Weknowthecandidatehasafouryeardegreein mathematics. mathematics

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THERED THE THE RED HATMODULEIII 3 MODULE III3

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TheRED Hat(Self,Other) The RED Hat (Self, Other) Fire,Warmth Fire Warmth EMOTIONS,FEELINGS Intuition,Hunches Presentviewswithoutexplanation, Justification

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TheRED Hat(Self,Other) The RED Hat (Self, Other)Refer to Page 56, Chapter 14 of Six Thinking Hats

EMOTIONS AND FEELINGS EMOTIONSANDFEELINGS Opposedtoneutral,objectiveinformation. Presentiments,hunches,intuitions, impressions. Itdoesnotneedjustification It does not need to give reasons or Itdoesnotneedtogivereasonsor foundations/basis



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ThoughtofRED Thought of RED Hat PLACE OF THE EMOTIONS IN PLACEOFTHEEMOTIONSIN THINKING INTUITIONANDHUNCHES MOMENT TO MOMENT MOMENTTOMOMENT USE OF THE EMOTIONS USEOFTHEEMOTIONS LANGUAGEOFTHEEMOTIONS10/22/2008 EdwarddeBonoFoundationPakistan 126


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ThoughtofRED Thought of RED HatRefer to Page 58, Chapter 15 of Six Thinking Hats

PLACE OF THE EMOTIONS IN PLACEOFTHEEMOTIONSIN THINKING Doemotionsconfusethethoughtorthey partofthethought? Atwhatmomenttheemotionsbeused? Can emotional people be good thinkers? Canemotionalpeoplebegoodthinkers?

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INTUITION AND HUNCHES INTUITIONANDHUNCHESHowvalidaretheintuitions? Howvaluablearethey? Howtheymustbeused? How they must be used?

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MOMENT TO MOMENT MOMENTTOMOMENTToreactandgettingupset. ThisiswhatIfeelaboutthismeeting. ToshowyouorTohidethefeelings. To show you or To hide the feelings

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THE USE OF EMOTIONS THEUSEOFEMOTIONS Canthinkingchangeemotions? Theemotionalbackground. Emotionslikepositionstonegotiate. p g Emotions,valuesandoptions/choices.

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THE LANGUAGE OF EMOTIONS THELANGUAGEOFEMOTIONSEmotionsneedneitherbecoherent (consistent)norlogical. Emotions can be harmonized with Emotionscanbeharmonizedwith languagetomatch. Resisttemptationtojustifythe f emotions.



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Feelrespectforthesubject. Feel respect for the subject Legitimizetheemotionsandthefeelings. Makesthefeelingsvisible. Providesanadvisablemethodtoenter Provides an advisable method to enter andtoleavetheemotionalway. Explorethefeelingsoftheotherswhen asked.



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Never need to justify the feelings or to base them on Neverneedtojustifythefeelingsortobasethemon thelogic. Coverstwoampletypeswithfeeling. p yp f g Commonemotions

fear misfortune, if t suspicion.

Complexjudgments prefeelings, intuitions, sensations, aestheticpreferences, feelings.

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USINGTHERED USING THE RED HAT REDHATRefer to Page 27 of Six Thinking Hats Workbook 2

SignalsFeelings. Signals Feelings NoExplanationNeeded. ValidityofFeelings.lidi f li IngredientinDecisionMaking. StatesFeelingsRightNow. ExploresaR

angeofFeelings. Explores a Range of Feelings AllowsQualifications. BriefTimeAllowed. B i f Ti All dEdwarddeBonoFoundationPakistan 134

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USINGTHERED REDHAT SIGNALSFEELINGS EXAMPLESWearingmyRED REDHat,Ithinkwebehavebadly towardourcustomers. MyRED y REDHatfeelingisthatsheisthewrong f g g sortofpersonforthisjob.Refer to Page 28 of Six Thinking Hats Workbook 210/22/2008 EdwarddeBonoFoundationPakistan 135


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USINGTHERED REDHAT NOEXPLANATIONNEEDED EXAMPLESThisismyfeeling:Ithinkitisaterribleidea. Ijustlovetheidea.


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OftenValid She feels like a good person (Intiution) Shefeelslikeagoodperson. (Intiution) ButNotAlwaysValid Ithinkthenextrollofdicewouldbeasixer. f (Probability)Refer to Page 29 of Six Thinking Hats Workbook 2

USINGTHERED REDHAT VALIDITYOFFEELINGS EXAMPLES

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USINGTHERED REDHATINGREDIENTINDECISIONMAKING

EXAMPLESAsachairperson,Ifeelweareslippingback. My REDHatThinkingisthatthiswage RED ff increasewillnotbesufficient.Refer to Page 30 of Six Thinking Hats Workbook 2

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USINGTHERED REDHATSTATESFEELINGSRIGHTNOW

EXAMPLESRightnow,myfeelingsarethatitisa worthwhileidea. AtthistimeIwouldhavedifficultyaccepting ff y p g thisIdea.Refer to Page 30 of Six Thinking Hats Workbook 2



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USINGTHERED REDHATEXPLORESARANGEOFFEELINGS

EXAMPLESIdisliketheideaintensely. Iamveryexcitedandenthusedaboutexploringtheidea. Iamnotsureaboutthisidea. Iammildlyinterestedinthisidea.y


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USINGTHERED REDHATALLOWSQUALIFICATIONS

EXAMPLESIdontliketheideaofapunctualityofficer unlessthatpersonischosenbytheworkers unless that person is chosen by the workers themselves. Iwanttoknowhowyoufeelabouttheideaas itstands.


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USINGTHERED USING THE RED HAT REDHATBRIEFTIMEALLOWED KeepRED REDHatShortA h Asshortas20seconds 20 d Simpleexpressionoffeelingsnotjustifications

LongerTimes

Sometimesmuchlongertimemaybeallocated Whenexplorationoffeelingsandintuitions Refer to Page 32 of Six Thinking Hats Workbook 2 needed10/22/2008 EdwarddeBonoFoundationPakistan 142


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THERED THE RED HAT REDHATEXERCISE Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? DISCUSSION DISCUSSION Taxonadvertising TIME:1minute EXERCISE TIME: 20seconds 20 seconds10/22/2008



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THERED THE RED HAT REDHATEXERCISE

DISCUSSION TIME: 1minute

Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Movingafacto

ryoffshoretogetlowerlabor costsEXERCISE TIME: 20seconds 20 seconds10/22/2008



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THERED THE RED HAT REDHATEXERCISE Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? DISCUSSION FlextimeatWorkTIME: 1minute EXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Abolishingret

irement peoplearereassigned astheirabilitieschangeEXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? TVadvertising

limitedtofiveminutesinan hourEXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Compulsorycom

munityserviceforyoung peopleEXERCISE TIME: 20seconds 20 seconds10/22/2008



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THERED THE RED HAT REDHATEXERCISE Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Banoncarsincitycenters DISCUSSIONTIME: 1minute EXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Abolitionofc

ompetitiveexamsinschoolsEXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Termlimitsfo

rpoliticiansEXERCISE TIME: 20seconds 20 seconds10/22/2008



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THERED THE RED HAT REDHATEXERCISE Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Moreuseofelectronicmail DISCUSSIONTIME: 1minute EXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Mobiletelepho

nesEXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Freepubliced

ucationatuniversitylevelEXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Backgroundmus

icinrestaurantsEXERCISE TIME: 20seconds 20 seconds10/22/2008



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Foreachofthefollowingsuggestionsor situations,whatisyourimmediateRED situations what is your immediate RED Hat REDHat response? Officeromance

sEXERCISE TIME: 20seconds 20 seconds10/22/2008



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THEYELLOW THE THE YELLOW HATMODULEIII 4 MODULE III4

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TheYELLOW The YELLOW Hat (Self, Other) YELLOWHat(Self,Other) Sunshine Optimism p LOGICALPOSITIVEview Looksforbenefits What sgood? Whats good?

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TheYELLOW The YELLOW Hat (Self, Other) YELLOWHat(Self,Other)Refer to Page 110, Chapter 27 of Six Thinking Hats

SPECULATIVE POSITIVE SPECULATIVE Positivethinking. Yellowisforsunshineandbrightness. Optimism. p Concentrate/Focusonbenefit. Constructive thinking; making things Constructivethinking;makingthings happen.



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ThoughtsofYELLOW Thoughts of YELLOW Hat YELLOWHat THE POSITIVE SPECTRUM THEPOSITIVESPECTRUM REASONSANDLOGICAL ENDORSEMENT/SUPPORT CONSTRUCTIVE THINKING CONSTRUCTIVETHINKING SPECULATION RELATIONTOCREATIVITY10/22/2008 EdwarddeBonoFoundationPakistan 160


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ThoughtsofYELLOW Thoughts of YELLOW Hat YELLOWHatRefer to Page 114, Chapter 28 of Six Thinking Hats

THE POSITIVE SPECTRUM THEPOSITIVESPECTRUMWhenisoptimismfoolishness? Fromthehopefultothelogical. Whatisrealism? What is realism?

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REASONS AND LOGICAL REASONSANDLOGICAL ENDORSEMENT/SUPPORT Onwhatonehasbasedthepositivepointof view? Whydoyouthinkitwillhappenthisway? Background reasons for the optimism Backgroundreasonsfortheoptimism.

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CONSTRUCTIVE THINKING CONSTRUCTIVETHINKINGThingshappenasyouACT. Proposalsandsuggestions.

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SPECULATIONLookingintothefuture. Thevalueof"if". Thebestpossiblescenario. The best possible scenario

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RELATION TO CREATIVITY RELATIONTOCREATIVITYDifferencebetweenconstructiveand creative. Effectiveness and change Effectivenessandchange. Newideasandoldideas.

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Positive and constructive Positiveandconstructive. Takescareofthepositiveevaluationasblackhat tookcareofthenegativeevaluation. took care of the negative evaluation Positivephantomthatgoesfromlogicalpractical aspecttothedreams,visionsandhopes. aspect to the dre

ams visions and hopes Investigates,exploresandlogicallyendorsesthe valueandbenefit. value and benefit. Showawellfoundedoptimismwhichisnot limited.10/22/2008 EdwarddeBonoFoundationPakistan 166


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Constructive and generative Constructiveandgenerative. Concreteproposalsandsuggestions. Theeffectivenessistheobjectiveoftheconstructive ff j f thoughtofyellowhat. Canbespeculativeandseekingofopportunities. Allowsvisionsanddreams.

Doesnottakecareofthemerepositive euphoria(redhat)noreither,directly,ofthe creationofnewideas(hatgreen).10/22/2008 EdwarddeBonoFoundationPakistan 167


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FOCUSAREAS FOCUS AREASRefer to Page 36 of Six Thinking Hats Workbook 2

ReasonsforOptimism Reasons for Optimism Feasibility Benefits Values CompetitiveAdvantage SenseofPotential Concepts

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FOCUSAREASREASONSFOROPTIMISMItshouldbepossibletogetwekend visitorsatthishotelbecauseitisnottoo isitors at this hotel beca se it is not too faroutoftownandyetitisfarenough togivethefeelingofgoingtoanother place.Refer to Page 36 of Six Thinking Hats Workbook 2

EXAMPLES

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FOCUSAREASREASONSFOROPTIMISMOptionalflextimeshouldbeattractiveto thosepeoplewhohavefamilythingsto those people ho ha e famil things to lookafterorwholikegettingupearly andavoidingthetrafficcongestion.

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FOCUSAREASFEASIBILITYIsthereanywayinwhichbankscouldbe usedtomakewelfarepayments. sed to make elfare pa ments Canwemaketheideaoftradable permitsforpollutionwork. Isthereafeasiblewayinwhichwecould Is there a feasible way in which we could rewardambition.10/22/2008 EdwarddeBonoFoundationPakistan 171

EXAMPLES

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FOCUSAREASBENEFITSIcanseethebonussystemmotivating peopletotakemoreinterestinthe people to take more interest in the companytheyworkfor. Internetbankingwillbenefiteveryone whocannoteasilygettoabankoran who cannot easily get to a bank or an ATMmachine.Refer to Page 38 of Six Thinking Hats Workbook 2 g g


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FOCUSAREASVALUESCouldthisidealeadtocostreductionin anyway? an a ? Wouldthisideahaveanyusefulimpact oncustomersatisfaction? on customer satisfaction?Refer to Page 39 of Six Thinking Hats Workbook 2 g g

EXAMPLES

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FOCUSAREASCOMPETITIVEADVANTAGEThisnewpackagingwouldallowusto getmoreontothesupermarketshelves. get more onto the s permarket shel es Locatinginthisdelightfulplacewouldgiveusanadvantageinrecruitinghigh give us an advantage in recruiting high qualitystaff.10/22/2008 EdwarddeBonoFoundationPakistan

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FOCUSAREASSENSEOFPOTENTIALThisideaofusingretiredpeoplehave potentialvalue. potential al e Usingthedeadhoursofthenightfor downloadingTVmaterialmusthavea downloading TV material must have a valuesomewhere.10/22/2008 EdwarddeBonoFoundationPakistan

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FOCUSAREASCONCEPTSThisideaisnotveryattractive,butthe underlyingconceptofusingcustomersas underlying concept of using customers as salesagentshasalotofpotential. Thebackgroundconceptofrelating Th b k d t f l ti informationtolastyearsmileageis interesting,butarelianceonthehonestyof i t ti b t lith h t f motoristsseemsweak.

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THEYELLOW THE YELLOW HAT YELLOWHAT EXERCISE Part1.Puttogetherachecklistof10framesof value,suchascostsaving,competitive value such as cost saving competitive advantageandsimplicity.Listyourpointsin ColumnAonthechartonpage42of Column A on the chart onpage 42 of DISCUSSION Workbook2. TIME:2minutes EXERCISE TIME: 1minute 1 minute10/22/2008



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THEYELLOW THE YELLOW HAT YELLOWHAT EXERCISE Part2.Now,systematicallyapplyeachof theseframestothesubjectonpage41 these frames to the subject on page 41 Workbook2.SeewhichYELLOWHatpoints youcanextract.YoushouldfocusonYELLOW you can extract You should focus on YELLOW Hatpointsonly.(nonegatives) DISCUSSIONEXERCISE TIME: 1minute 1 minute10/22/2008

TIME: TIME: 2minutesRefer to Page 41 of Six Thinking Hats Workbook 2 g g


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THEYELLOW THE YELLOW HAT YELLOWHAT EXERCISE SUBJECT.Aninsurancecompanyoffersa livingbenefits policy Which means that if a living benefitspolicy.Whichmeansthatifa policyholderisdiagnosedashavinganillness thatmightbeterminal,theinsurance that might be terminal the insurance companywillimmediatelypayout75%ofthe benefitswhichwouldhavebecomepayable benefits which would have become payable uponthedeathofthepolicytaker.

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THEBLACK THE THE BLACK HATMODULEIII 5 MODULE III5

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TheBLACK Hat(Self,Other) The BLACK Hat (Self, Other) Stemjudgewearingblackrobe Stem judge wearing black robe Judgmentalg Critical Whysomethingiswrong? LOGICALNEGATIVEView LOGICAL NEGATIVE View

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TheBLACK Hat(Self,Other) The BLACK Hat (Self, Other)Refer to Page 80, Chapter 21 of Six Thinking Hats

WHAT IS WRONG WITH IT? WHATISWRONGWITHIT? logicalnegative. Whyitwillnotwork. It does not fit in our knowledge and Itdoesnotfitinourknowledgeand experience. A l i /C iti l J d Analysis/CriticalJudgement t Pessimisticpointofview.



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ThoughtofBLACK Thought of BLACK Hat SUBSTANCE AND METHOD SUBSTANCEANDMETHOD PASTANDFUTURESUBSTANCE COMPLACENTREFUSAL/NEGATIVE INDULGENCE FIRST THE NEGATIVE OR THE FIRSTTHENEGATIVEORTHE POSITIVE?10/22/2008 EdwarddeBonoFoundationPakistan 183


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ThoughtofBLACK Thought of BLACK HatRefer to Page 86, Chapter 22 of Six Thinking Hats

SUBSTANCE AND METHOD SUBSTANCEANDMETHODErrorsofthinking. Whyonethingdoesnotfollow another. another Guidelinesfortests/RulesofEvidence. Possibleconclusions.10/22/2008 EdwarddeBonoFoundationPakistan 184


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PAST AND FUTURE SUBSTANCE PASTANDFUTURESUBSTANCEHowdoesitfitmypastexperience patterns? Is this So? IsthisSo? Whicharetherisks?

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COMPLACENT REFUSAL/NEGATIVE COMPLACENTREFUSAL/NEGATIVE INDULGENCEItismucheasiertobenegative. Itismoreamusingtobenegative. It is more amusing to be negative Yes...but...

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FIRST THE NEGATIVE OR THE FIRSTTHENEGATIVEORTHE POSITIVE?Shouldtheyellowhatprecedethe blackhat? black hat? Fearandsecurity/safety. Curiosityandexploration.10/22/2008 EdwarddeBonoFoundationPakistan 187


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An objective attempt to map the negative Anobjectiveattempttomapthenegative elements. Indicate the errors in the process of thought Indicatetheerrorsintheprocessofthought. Canconfrontanideawiththepast Stopstoverifyifitfitswithalreadyknown. Canprojectanideainthefutureifitc

ouldfail p j f f f orgobadly.

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Can raise negative questions Canraisenegativequestions. Notusedtoconcealcomplacentnegative refusalorfeelings(usetheredhat). The judgment positive is for the yellow Thejudgmentpositiveisfortheyellow hat. Y ll ht i l Yellowhatisalwaysusedbeforethe db f th black.



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KEYFUNCTIONS KEY FUNCTIONSRefer to Page 44 of Six Thinking Hats Workbook 2

NoteWaysthatSomethingDoesNotFit Note Ways that Something Does Not Fit LookatFaults LookatPotentialProblems SpeculateAbouttheFuture Speculate About

the Future FindtheErrorsofLogic MakeAssessments MustBeAppliedThoroughlyMust Be Applied ThoroughlyEdwarddeBonoFoundationPakistan 190

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KEYFUNCTIONSNOTEWAYSTHATSOMETHINGDOESNOTFIT

EXAMPLESThisprojectdoesnotfitthenew regulationsontoxicwastedisposal. reg lations on to ic aste disposal Thissellingpricedoesnotfitour projectedcosts. projected costs

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KEYFUNCTIONSNOTEWAYSTHATSOMETHINGDOESNOTFIT

EXAMPLESThatistotallycontrarytoourcorporate culture.Peoplewillnotknowwhatto c lt re People ill not kno hat to do. That does not fit our policy of focusing Thatdoesnotfitourpolicyoffocusing oncostreduction.



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KEYFUNCTIONSLOOKATFAULTSItwouldbeeasytoforgethosegift vouchers. o chers Thoseloosepiecescouldbeswallowed bychildren. by children Refer to Page 45 of Six Thinking Hats Workbook 2 Six 210/22/2008 EdwarddeBonoFoundationPakistan 193

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KEYFUNCTIONSLOOKATPOTENTIALPROBLEMSIfwearetoosuccessful,othersmaybe temptedintothemarket.Thenwewilltempted into the market Then e ill havemorecompetition. Iftoomanypeopleacceptouroffer,how arewegoingtocope? are we going to cope?Refer to Page 46 of Six Thinking Hats Workbook 2 Six 210/22/2008 EdwarddeBonoFoundationPakistan 194

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KEYFUNCTIONSSPECULATEABOUTTHEFUTUREIfweraiseourprices,anewcomerinthe fieldcouldcomeinunderourpriceand field co ld come in nder o r price and takeoutourmarket. Ifyoufireher,everyonewillthinkitis becauseshedisagreedwithyou. because she disagreed with you.Refer to Page 46 of Six Thinking Hats Workbook 2 Six 2


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KEYFUNCTIONSFINDTHEERRORSOFLOGICYousaythatifweraiseprices,saleswillfall.I thinktheproductwillbeseeasmore think the product will be see as more exclusiveandwillhaveaprestigevalue. Yousaidthatsalesfigureshowthatolder Y id th t l fi h tht ld peopledonotbuylifeinsurance.Thismaybe becausethereisnoproductouttherewhich b th i d t t th hi h suitstheirneeds.


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KEYFUNCTIONSMAKEASSESSMENTSWeallliketheidea,nowletsBLACK BLACKHatit. Beforewemoveintoaction,weneedto considerthepossibleproblems.Thismeansa BLACKHatassessment. BLACKRefer to Page 47 of Six Thinking Hats Workbook 2 Six 210/22/2008 EdwarddeBonoFoundationPakistan 197

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KEYFUNCTIONSMAKEASSESSMENTSLetshavesomeBLACK BLACKHatthoughtonhow thenewcustomercomplaintsystemhas the new customer complaint system has worked. Howhasshebeendoinginthenewjob? YELLOW HatthenBLACK BLACKHAT.Refer to Page 47 of Six Thinking Hats Workbook 2 Six 210/22/2008 EdwarddeBonoFoundationPakistan 198

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KEYFUNCTIONSMUSTBEAPPLIEDTHOROUGHLYRightnowweareusingtheBLACK BLACKHat,soyou mustmakearealefforttocomeupwiththe must make a real effort to come up with the risksanddangerswewillface? Iknowyouliketheidea,butwemustconsider I k lik th idb t t id thepointsforcaution.Soletshavesome goodBLACKH t thi ki d BLACK BLACKHatthinking.


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THEBLACK THE BLACK HAT BLACKHAT EXERCISE


InventsomeBLACK BLACKHatremarksthatmight havebeenmadeduringtheBLACK Hatpart have been made during the BLACK Hat part ofathinkingsession. TOPIC:Aproposedadvertisingcampaign TOPIC A d d ti i i _________________________

______________ _____________________________________ EXERCISETIME: 1minute 1 minute10/22/2008

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THEGREEN THE THE GREEN HATMODULEIII 6 MODULE III6

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ThoughtsofGREEN Thoughts of GREEN Hat GREENHat CREATIVEANDLATERALTHINKING CREATIVE AND LATERAL THINKING LATERALTHINKING MOVEMENTINSTEADOFJUDGMENT O S O G THENEEDFORPROVOCATION ALTERNATIVES PERSONALITYAndABILITY PERSONALITY And ABILITY THATITHAPPENSTOTHEIDEAS?EdwarddeBonoFoundationPakistan 203

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ThoughtsofGREEN Thoughts of GREEN Hat GREENHatRefer to Page 135, Chapter 34 of Six Thinking Hats

CREATIVE AND LATERAL THINKING CREATIVEANDLATERALTHINKING Newideas,newconceptsandperceptions Thedeliberatecreationofnewideas. Moreandmorealternatives. Change. Raising New problems RaisingNewproblems.

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LATERAL THINKING LATERALTHINKINGThelateralthinkinganditsrelation withthecreativity. Humor and lateralthinking Humorandlateralthinking. Patternswitchinginaselforganizing informationsystem. f

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MOVEMENT INSTEAD OF MOVEMENTINSTEADOF JUDGMENTUseofidealikeacrossingsite. Whereitwilltakeme? Where it will take me? Theforwardeffectofanidea.

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THE NEED FOR PROVOCATION THENEEDFORPROVOCATIONTheuseofwordPO. Thelogicofabsurd. RandomProvocationtochange. RandomProvocation to change

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ALTERNATIVESTooeasilysatisfied. Routes,optionsandchoices. LevelsofAlternative. Levels of Alternative

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PERSONALITY And SKILL (ABILITY) PERSONALITYAndSKILL(ABILITY)Iscreativityamatterofskill(ability), talentorpersonality? Changing Masks is easier than ChangingMasksiseasierthan changingfaces. Prideintheexerciseofaskill f

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WHAT HAPPENS TO THE IDEAS? WHATHAPPENSTOTHEIDEAS?Whathappensnext? Shapingandtailoringideas. Theconceptmanager. The concept manager

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Use the language of creative thought. Usethelanguageofcreativethought. Greenissymbolofthefertility,thegrowthandthe valueoftheseeds. f Searchofalternatives,afundamentalaspect.Go beyondthewellknown,obviousandthesatisfactory y f y thing. Pausecreative Stopsatagivenpoint

toconsider thepossibilityofalternativeideas.Nolackofreasons forthispause.10/22/2008 EdwarddeBonoFoundationPakistan 211


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The language of the movement replaces to the one Thelanguageofthemovementreplacestotheone ofjudgment.Thethinkertriestoadvancefroman ideatoreachanothernewone. Provocation(PO) Usedtoleaveourhabitual guidelinesofthought.,likeintheMethodofthe randomword. Lateralthoughtisas

eriesofattitudes,languages andtechniques d h Includemovement,provocationandPOtojumptonewideas. Used to generateconcepts and perceptions. Usedtogenerateconceptsandperceptions.10/22/2008 EdwarddeBonoFoundationPakistan 212


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KEYPOINTS KEY POINTSRefer to Page 53 of Six Thinking Hats Workbook 2

TimeandPlaceforCreativity Time and Place for Creativity CreativeEffort CreativeAttitude Creative Attitude ExtractingConcepts MakingModifications Making

Modifications ProblemSolving GeneratingPossibilities Generating PossibilitiesActionPossibilities LateralThinkingTechniques L t l Thi ki T h iEdwarddeBonoFoundationPakistan 213

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KEYPOINTSTIMEANDPLACEFORCREATIVITY

Weneedfurtheralternatives.Puton yourgreenhats. h t Time for some GREEN Hat thinking. TimeforsomeGREEN Hatthinking. Wearenotgettinganywhere lets trytheGREEN Hat. GREENRefer to Page 53 of Six Thinking Hats Workbook 2


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KEYPOINTSCREATIVEEFFORT

Itisaverydifficultsituation,but letsmakeaGREENH t ff t l t k GREEN GREENHateffort. I want you to write a GREEN Hat IwantyoutowriteaGREEN GREENHat sectiontothisreport.Includesome newideas. ne ideas Refer to Page 54 of Six Thinking Hats Workbook 2


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KEYPOINTSCREATIVEATTITUDE

EXAMPLESWhatelsecouldwedothere? Have we listed all the alternatives? Havewelistedallthealternatives? Theremustbeotherwaysofdoing this.Refer to Page 55 of Six Thinking Hats Workbook 2



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KEYPOINTS

28244762 debono 6 thinking hats course

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