Debono 6 Thinking Hats Course

PresentedbySuhail Iqbal
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EdwarddeBono’s 6ThinkingHats
ARevolutionaryNewFramework CourseforLeaders,Teams Course for Leaders, Team
s andIndividuals
Thinking(Hats) + Action(Shoes) = Value(Medals)
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EdwarddeBonoFoundationPakistan
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Trainer:
Suhail Iqbal
Research Scholar(Strategic and Project Management), MS(Computer Science), MBA(MI
S), MBA(Mkt), MA(English), BE(Civil Engineering), LI’05 Grad MBCS(UK), MIEEE(USA
), MACM(USA) MASPRS(USA), MASQ(USA), MCSP(Pak), MBCS(UK) MIEEE(USA) MACM(USA), M
ASPRS(USA) MASQ(USA) MCSP(P k) I Eng MICE(UK), MIE(Pak), PE(Pak), PMP, MCT, MCSE
2000+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. • RhodesSchola
ratOxford,holdsanMAin py psychologyandphysiologyfromOxford,a gy p y
gy , D.Phil.inMedicineandalsoaPh.D.from Cambridge. • Heldfacultyapp
ointmentsatthe universitiesofOxford,Cambridge,London andHarvard. d d •
NominatedfortheNobelPrizefor Economicsin2005 E i i 2005
• Leading authority in the field of creative Leadingauthorityinthefieldofc
reative thinking,innovationandthedirect teachingofthinkingasaskill.
• RenownedforhisdevelopmentoftheSix ThinkingHatstechniqueandtheDirec
t AttentionThinkingTools. • OriginatoroftheconceptofLateral Thinking,
whichisnowpartoflanguage h k h h fl andislistedintheOxfordEnglish D
ictionary. Dictionary
• Backgroundinself‐organizingsystemsledhimto g g g y deriveanunderstand
ingwhichhethenappliedto theneuralnetworksofthebrain(seeThe Mechani
smofMind1969‐ Penguinbooks). Mechanism of Mind 1969 Penguin books) • Hisi
nstructioninthinkinghasbeensoughtby manyorganizations:IBM,Prudential,
GM,BT(UK), NTT(Japan),Nokia(Finland),Mondadori(Italy), Total(France),
Siemens(Germany),Bosch (Germany),Ericsson(Sweden)andmanyothers. (German
y) Ericsson (Sweden) and many others • Hismethodsarenowmandatoryinthescho
ol curriculuminmanycountriesandwidelyusedin others.
ACHIEVEMENTS
• • • • • • LateralThinking Lateral Thinking DirectTeachingofThinking Langua
ge Ideas Games Movements
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PUBLISHEDWORKS(67+Books) PUBLISHED WORKS (67+ Books)
• • • • • • • • • • • • TheUseofLateralThinking (1967)ISBN0‐14‐013788‐2 N
ewThink ( (1967,1968)ISBN0‐380‐01426‐2 ) TheFive‐DayCourseinThinking (19
68) TheMechanismoftheMind (1969),ISBN0‐14‐013787‐4 LateralThinking:Creat
ivityStepbyStep,(1970),ISBN0‐06‐090325‐2 Lateral Thinking: Creativity Step
by Step (1970) ISBN 0 06 090325 2 TheDog‐ExercisingMachine (1970) Technology
Today (1971) PracticalThinking Practical Thinking (1971) LateralThinkingforM
anagement (1971) Po:ADeviceforSuccessfulThinking (1972),ISBN0‐671‐21338‐5
ChildrenSolveProblems (1972)ISBN13‐978‐0060110246,ISBN10‐ ( ) , 006011024
4 Po:BeyondYesandNo (1973),ISBN0‐14‐021715‐0
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•
PUBLISHEDWORKS(67+Books) PUBLISHED WORKS (67+ Books) Eureka!:AnIllustrated
HistoryofInventionsfromtheWheeltotheComputer
(1974) • TeachingThinking (1976) • TheGreatestThinkers:TheThirtyMindsThat
ShapedOurCivilization (1976),ISBN 0‐399‐11762‐8 • Wordpower (1977) • TheHa
ppinessPurpose (1977) • Opportunities :Ahandbookforbusinessopportunitysea
rch (1978) • FuturePositive (1979) • AtlasofManagementThinking (1981) • DeB
ono sCourseinThinking (1982) • Learn‐To‐Think:CoursebookandInstructorsMan
ual (1982),ISBN0‐88496‐199‐0 • Tactics:TheArtandScienceofSuccess (1985)
• Conflicts (1985) • Masterthinker sHandbook (1985) • SixThinkingHats (1985)
ISBN0‐316‐17831‐4 • IAmRight,YouAreWrong:FromThistotheNewRenaissance
:FromRockLogicto EdwarddeBonoFoundationPakistan 10/22/2008 12 WaterLo
gic (1990)ISBN0‐14‐012678‐3
PUBLISHEDWORKS(67+Books) PUBLISHED WORKS (67+ Books)
• • • • • • • • • • • • • HandbookforthePositiveRevolution (1991)ISBN0‐14‐
012679‐1 SeriousCreativity:UsingthePowerofLateralThinkingtoCreateNewI
deas (1992)ISBN0‐00‐255143‐8 Sur/Petition (1992)ISBN0‐88730‐543‐1 TeachYour
selfHowtoThink Teach Yourself How to Think (1995) HowtoBeMoreInteresting
(1998) Simplicity (1999) ThinkingintheNewMillennium (1999) g ( ) WhyIWant
ToBeKingofAustralia (1999) HowtoHaveABeautifulMind (2004) SixValueMed
als (2005) H+(Plus):ANewReligion (2006) HowtoHaveCreativeIdeas (2007) Fr
eeorUnfree?:AreAmericansReallyFree? (2007)ISBN1597775444
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DeBonoMaterial De Bono Material
• TheNewCoRTThinkingLessonsCD • TheCoRTThinkingLessonsvideobyEdward
h h k d b d d deBono • TheNewSixThinkingHatsforSchoolsCD • TheSixThink
ingHatsvideobyEdwardde g y Bono • The Six Thinking Hats for Schools video
by TheSixThinkingHatsforSchoolsvideoby EdwarddeBono • Training Courses
by Peter de Bono TrainingCoursesbyPeterdeBono
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AboutTheCourse About The Course “Six Thinking Hats” SixThinkingHats
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LearnHowtoImmediately… Learn How to Immediately…
LookatProblems&DecisionsSystematically Look at Problems & Decisions Systema
tically ThinkClearly&Objectively GenerateMore&BetterIdeasQuickly G & d Q
i kl MinimiseConflict MakeMeetingsMuchShorter&More Productive • Confiden
tlyFindtheBestSolutions • Make Thorough Evaluations MakeThoroughEvaluation
s • • • • •
WhatYouwillLearn What You will Learn
• The process encourages your people to Theprocessencouragesyourpeopleto s
eparatefactfromopinion,tolookfullyat bothpositiveandnegativeoptions
andtoget both positive and negative options and to get hiddenagendasthatca
nsabotageany meetingonthetable. meeting on the table • Itstimulatesthei
rinnatecreativityandhelps themdiscoverhowtoturnseemingly them discove
r how to turn seemingly insolubleproblemsintorealopportunities.
Whoshouldattend? Who should attend?
• Strategy teams Strategyteams, • Projectmanagers, • ManagersandExecutivesw
howantgreater d i h levelsofinnovationandcreativity, • Individualcontri
butorsand • Teamsworkinginhighlycompetitiveor g g y p changingenvironme
nts.
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IMAGINEIT! IMAGINE IT!
• Your team has the skills and techniques they Yourteamhastheskillsandtech
niquesthey needtomakethebestdecision. • Fast Smart Efficient Fast.Smart.
Efficient. • It’snotimpossible. • Infact,it’ssimple. • Oncetheyknowhow.
y • That’swhereDr.EdwarddeBono’sSix ThinkingHats comes in Thinking Hat
s®comesin.
SKILLSANDTOOLS SKILLS AND TOOLS
• This systematic method of thinking in a Thissystematicmethodofthinkingin
a completelynewanddifferentwaywillprovide youremployeeswithskillsand
toolsthatthey your employees with skills and tools that they canapplyimmed
iately!Seeresultsindays, notmonths. not months
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ASAMODEL AS A MODEL
• Exploring different perspectives towards a Exploringdifferentperspectivesto
wardsa complexsituationorchallenge. • Seeing things in various ways is ofte
n a good Seeingthingsinvariouswaysisoftenagood ideainstrategyformati
onorcomplex decision‐makingprocess. decision making process
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PERCEPTION,LOGIC&WISDOM PERCEPTION, LOGIC & WISDOM
• Perception ishowweseetheworldaround us. us • Logic ishowwemaketheb
estuseofthose perceptions. • Wisdom isdirectlybasedonperception.It’s t
heabilitytotakeinmanythings. • Twomainaspectsofperception are:‐ p p p
– Breadth – Howbroadaviewintaken? – Change – Ability to look at exactly the
same thing Abilitytolookatexactlythesamething butinadifferentway
COLLECTIVEWISDOM COLLECTIVE WISDOM Thedifferencebetweenbrilliant andmedioc
reteamsisn’tso muchintheircollectivemental m ch in their collecti e men
tal capacity,butinhowwellthey p y, y cantapintotheircollective wisdom
andhowwellthey id dh ll th functiontogether. function together.
PERSPECTIVES
• To help individuals adopt a variety of Tohelpindividualsadoptavarietyof
perspectivesonasubjectthatmaybevery differentfromtheonethattheymi
ghtmost different from the one that they might most naturallyassume. • Each o
f the hats is named for a color that is Eachofthehatsisnamedforacolorth
atis mnemonicallydescriptiveoftheperspective oneadoptswhenwearingthe
particularhat. one adopts when wearing the particular hat
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SIXDISTINCTCATEGORIES SIX DISTINCT CATEGORIES
• Simple,effectivetechnique • Helpsyoubecomemoreproductive. • Learnhow
toseparatethinkingintosixdistinct p g categories. • Each category is iden
tified with its own Eachcategoryisidentifiedwithitsown coloredmetaphoric
al"thinkinghat.” • By mentally wearing and switching “hats ”you Bymentally
wearingandswitching hats, you caneasilyfocusorredirectthoughts,the con
versation,orthemeeting. conversation or the meeting
Aftertrainingyou’llbeableto:
• Holdcriticalmeetingswithoutemotionsoregos makingbaddecisions g • Avoi
dtheeasybutmediocredecisionsbyknowing howtodigdeeper g p • Increasep
roductivityandevenmoreimportant– be moreeffective • Makecreativesoluti
onsthenorm g p g • Maximizeandorganizeeachperson’sthoughtsand ideas • G
ettotherightsolutionquicklyandwithashared vision
REFERENCEMATERIAL • “SIXTHINKINGHATS”byEdwardde Bono • “SIXTHINKINGHATS
‐ WORKBOOK1”by EdwarddeBono • “SIX THINKING HATS ‐ WORKBOOK 2”by SIXTHI
NKINGHATS‐ WORKBOOK2 by EdwarddeBono • “TEACHYOURCHILDHOWTOTHINK” by
EdwarddeBono
CONTENTS
• • • • • ModuleI‐ Introduction ModuleII‐ ThinkingwithSixHats ModuleIII
‐ SixThinkingHatsExplained M d l III Si Thi ki H t E l i d ModuleIV‐ HatPa
irs ModuleV‐ SequenceUse
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CONTENTS
• Toolsandtechniquesfocusingoneachhat • Frameworksforstructuringmeeting
sand focusingmeetings g g • Howtoturndisagreementsintopositive contribu
tions • Techniquesforopportunitythinking • P Programmingmeetingsforasucce
ssful i ti f f l outcome • Creatingtheactionplan
INTRODUCTION
MODULEI MODULE I
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Introduction
• • • • • • • • AdversarialandParallelThinking Donotthinkeverything,Alla
tOnce. ThinkeachideainTurn Brainchemicalsettings– BrainswithinBrain Se
parateEgofromPerformance Separate Ego from Performance BeRespectful Allow
ThinkingaboutThinking TreatlikeaGame
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AdversarialVSParallelThinking Adversarial VS Parallel Thinking
• ADVERSARIAL THINKING ADVERSARIALTHINKING
• PARALLELTHINKING
Refer to Page 6 of Workbook 2
ParallelThinking Parallel Thinking
• ParallelThinkingwiththesixThinkingHats • Incontrasttotraditionalargu
mentor adversarialthinking. g • Argumentisreliedonbecausewebelievetha
t ifyouremovewhatiswrong;youwillbeleft if you remove what is wrong; y
ou will be left withwhatisright. • Parallel Thinking offers practical altern
ative It ParallelThinkingofferspracticalalternative.It encouragesco‐opera
tion,explorationand innovation. innovation
ParallelThinking Parallel Thinking
• WithParallelThinkingeithersides,orall parties,arethinkinginparallel
,usingthesame i hi ki i ll l i h styleofthinkingsimultaneously. • There
isco‐operativeandcoordinated thinking. • Thestyleofthinkingusedcanbe
changedin ordertogiveabalanced,objectiveviewofthe g , j situation.
THINKING ALLATONCE THINKING ‐ ALL AT ONCE
• Tryingtodotoomuchatonce
Refer to “All at Once” on Page 6 of Workbook 2
THINKING EACHINTURN THINKING ‐ EACH IN TURN
Refer to “Each in Turn” on Page 6 of Workbook 2
EXERCISE TIME: 3minute
TRADITIONALTHINKING EXERCISE
DISCUSSION TIME: 5minutes
DescribeyoucurrentstyleofThinking?______ D ib t t l f Thi ki ? Whatareyou
rThinkingStrengths?_________ WhatareyourThinkingWeaknesses?_______ Howis
itWorkingforyou?________________ How is it Working for you? Wheredidyoudo
yourbestThinking?_______ DosomeThinkingaround“StoneAges”_____ D Thi ki d
“St A ” Anyobservationsonyourthinkingtechniques?
Refer to Page 8 & 9 of “Six Thinking Hats Workbook 1”
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THINKINGWITHSIXHATS THINKING WITH SIX HATS
MODULEII MODULE II
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ThinkingwithSixHats Thinking with Six Hats
• Playacting. IFYOUACTASATHINKERYOU WILLBECOMEONE WILL BECOME ONE • Put
tingonahat.AVERYDELIBERATE PROCESS • Intentionandperformance p f • Role
‐Playing.AnEgoHoliday • The Melancholy and Other Fluids TheMelancholyandOt
herFluids • ThePurposeofwithsixthinkinghats • SixHats,SixColors
PLAYACTING
• IF YOU ACT AS A THINKER IFYOUACTASATHINKER YOUWILLBECOMEONE • Rodin’s
“THE THINKER” Rodin s THETHINKER • Throwyourselfintothat pose • Emotions
willcatchup withMotions p p f • Adoptaposeofathinker
Refer to Page 5, Chapter 1 of “Six Thinking Hats”
PUTTINGONAHAT PUTTING ON A HAT
• A VERY DELIBERATE PROCESS AVERYDELIBERATEPROCESS • Notanexcuseforinacti
onbutaway togetbetteraction to get better action • Arealthinkinghat •
Walking‐Talking‐Breathingor DeliberateThinking • ReactiveThinkingandMapmak
ing ActionThinking OPERACY • Action Thinking “OPERACY”– Refer to Page 8, Chap
ter 2 of “Six Thinking Hats” directingattention
INTENTIONANDPERFORMANCE INTENTION AND PERFORMANCE
• With a true intention performance will follow Withatrueintention,performan
cewillfollow. • Intentionisnotenough,gothroughthe motions. motions • Do
youwanttobeaThinker? • IntelligenceandThinking(operatingskill) • Nota
lwaysright,clever,orproblemsolving. y g , , p g • Themaskisfollowedbyt
hesubstance. • Un wrinkle your brow and Think Un‐wrinkleyourbrowandThink.
ROLE PLAYING ROLE‐PLAYING
• • • • • • • ANEGOHOLIDAY AN EGO HOLIDAY RolegivesFreedom Devil’sAdvocate
il’ d CharacterPartsorColorPrinting Egoisprotectedbytherole Egoisinv
olvedinplayingtherole Ego is involved in playing the role Egocanchooseap
referredroute
MELANCHOLYANDOTHERFLUIDS MELANCHOLY AND OTHER FLUIDS
• Melancholymeans“blackbile”fromGreek. • Bodyfluidsaffectingmoodandmoo
d d fl d ff d d d affectingthinking. • Balanceofchemicals • Physiologicalre
sponsesandconditioning y g p g signal • Active and Passive Information System
s – ActiveandPassiveInformationSystems Informationorganizesitselfintop
atterns • Active Self Organizing Information System ActiveSelf‐OrganizingInfor
mationSystem
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BRAIN
• Brain is designed to be Brilliantly Uncreative BrainisdesignedtobeBrillia
ntlyUncreative. Theyformandusefixedpatterns. • Remains imprisoned by the
sequence of their Remainsimprisonedbythesequenceoftheir experience. • E E
motionsareanessentialpartofourthinking i i l f hi ki ability. • Wehave
differentbrainswithinourBrain. g g ff • Unscramblethinkingthroughdiffere
nthats.
THEPURPOSE THE PURPOSE
• • • • • DefinedRole playing Defined Role‐playing AttentionDirecting Convenie
nce C i Possiblebasisinbrainchemistry EstablishingtheRulesoftheGame
TheSixThinkingHats(ormodes) The Six Thinking Hats (or modes)
• The White Hat Information known or needed TheWhite Hat.Informationknownor
needed. • TheRed Hat.Feelings,hunches,andintuition. Red • TheBlack Hat.Ju
dgment—thedevil’s h Black l k d h d il’ advocateorwhysomethingmaynotwork
. • TheYellow Hat.Brightnessandoptimism. Yellow • TheGreen Hat.Creativity:
thepossibilities, Green y p , alternatives,andnewideas. TheBlue Hat.Mana
gethethinkingprocess. • The Blue Hat. Manage the thinking process
BENEFITS
• Allowtosaythingswithoutrisk • Createawarenessthattherearemultiple p
erspectivesontheissueathand • Convenientmechanismfor‘switchinggears’ •
Rules for the game of thinking Rulesforthegameofthinking • Focusthinking •
L d Leadtomorecreativethinking i hi ki • Improvecommunication • Improvede
cisionmaking
THINKINGWITHSIXHATS THINKING WITH SIX HATS
MODULEII(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 inge
neralandinparticularthe role‐playingaspect.
EXERCISE TIME: TIME: 1minute DISCUSSION TIME: 4minutes 4 minutes
Refer to Page 79 of “Teach your Child How to Think”
• In what sort of situations do Inwhatsortofsituationsdo youthinkthemet
hodwouldbe mostuseful? EXERCISE TIME: • Give examples of thinking Giveexa
mplesofthinking 1minute situationswhereyouyourself, DISCUSSION TIME: T
IME: 4minutes mightliketouseoneorthe otherofthehats. other of the hat
s.
• Do you think the six thinking Doyouthinkthesixthinking hatsmethodwould
beeasyto useinpractice? • What would the difficulties be? Whatwouldthed
ifficultiesbe? • Whymightsomepeopleobject totheuseofthehats?
EXERCISE TIME: 1minute DISCUSSION TIME: 4minutes 4 minutes
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• Guess the hat speaker is wearing at Guessthehatspeakeriswearingat thet
imeoffollowingremark:‐ “Thiscarcanaccelerateto60mphin just0seconds.
Thefuel just 0 seconds The fuel consumptionis25milespergallon intraffi
c.”
EXERCISE TIME: TIME: 5seconds
imeoffollowingremark:‐ “Whydon’twesellthefactoryand thenleaseitback
? then lease it back?”
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imeoffollowingremark:‐ “Atthispointweshouldlistthe optionswehave. op
tions we have ”
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imeoffollowingremark:‐ “Idon’tlikehimandIdon’twantto workwithhim.
work with him ”
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imeoffollowingremark:‐ “Idon’tthinkthatputtingupthe priceofgasoline
willmakepeople price of gasoline will make people drivemorecarefully.”
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imeoffollowingremark:‐ “IfIdon’tgetaskedtohisbirthday partythenIdo
n thavetospend party then I don’t have to spend moneybuyingapresent.”
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imeoffollowingremark:‐ “Isitnotpossibletoclimboverthat wall? wall?”
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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?
________________ ________________
EXERCISE TIME: 30seconds 30 seconds
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QuestionsforWHITE Questions for WHITE Hat WHITEHat
• Whose bat is in the picture? Whosebatisinthepicture? ___________________
_____________ • Howmuchdoesitcost? ________________________________ • Howm
anybatsofthateditionexist? ________________________________
EXERCISE TIME: 30seconds
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QuestionsforRED Questions for RED Hat
• Howdoeslookingatthepicture makeyoufeel?________________ • Would you l
ike to own such a bat? Wouldyouliketoownsuchabat? ______________________
______
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QuestionforGREEN Question for GREEN Hat GREENHat
• List 3 ways that you could go about List3waysthatyoucouldgoabout acqui
ringsuchabat,assumingthatit isnotforsale.
1. _______________________________________ _____________________________________
__ 2. _______________________________________ __________________________________
_____ EXERCISE DISCUSSION 3. _______________________________________ TIME: TI
ME: _______________________________________ 30seconds 2minutes
QuestionsforBLACK Questions for BLACK Hat
• Ofthe3waysmentionedabove,which istheleastpractical?Why? i h l i l
? Wh ? ________________________________ ________________________________ • Which
if any is immoral? Which,ifany,isimmoral? ________________________________
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QuestionforYELLOW Question for YELLOW Hat YELLOWHat
• Of the options mentioned by the Oftheoptionsmentionedbythe greenhat,wh
ichseemsthebest one? ______________________________ _______________________
_______
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SIXTHINKINGHATS SIX THINKING HATS EXPLAINED
MODULEIII MODULE III
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THEBLUE THE THE BLUE HAT
MODULEIII 1 MODULE III‐1
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TheBLUE The BLUE Hat (Observer) BLUEHat(Observer)
• • • • • • • Sky Cool Overview CONTROLofPROCESS,STEPS OTHERHATS OTHER HATS
Chairperson,organizer Thinkingaboutthinking
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TheBLUE The BLUE Hat (Observer) BLUEHat(Observer)
• CONTROL OF THE THOUGHT CONTROLOFTHETHOUGHT
–Thinkingaboutthinking. –Instructionsforthinking. –Theorganizationofthink
ing. The organization of thinking –Controloftheotherhats
Refer 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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• FOCUS
–Toasktherightquestions. –Todefinetheproblem. –Settingthethinkingtasks
. Setting the thinking tasks
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• PROGRAM DESIGN PROGRAMDESIGN
–Stepbystep. –Thesoftwareofthinking. –Choreography. Choreography
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• SUMMARIES AND CONCLUSIONS SUMMARIESANDCONCLUSIONS
–Observationsandoverview. –Comment. –Summaries,conclusions,harvesting Summa
ries conclusions harvesting andreports.
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• CONTROL AND MONITORING CONTROLANDMONITORING
–TheChairperson –DisciplineandFocus –WhoisinCharge? Who is in Charge?
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SummaryoftheThoughts Summary of the Thoughts
• Hat of Control. Organizes thought. HatofControl.Organizesthought. • Think
aboutthethought,necessarytoinvestigate thesubject. j • Conductor.Propose
sorcallstouseoftheotherhats. Definesthesubjectstowardswhichthethou
ghtmust • Defines the subjects towards which the thought must go.
– – – –
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Establishesthecenter. Definestheproblems Elaboratesthequestions. Determ
inesthethoughttaskstodevelop. g p
• Responsibleforthesynthesis,theglobalvisionandthe p f y , g conclusion
s. • Monitorsabluehatthoughtandassurestherespectofthe rulesoftheg
ame. l f th • Stopsdiscussion,itinsistsonthecartographicthought. Reinfor
cesandappliesthediscipline. f pp p • Choreography.Possibleinterruptions.E
stablishagradual sequenceofoperationsofthoughtthatmustberespected •
BlueHatassignsthespecificrolls.Rollisopentopropose commentariesorsu
ggestions.
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TheBLUE HATROLES The BLUE HAT ROLES
• Managingthe Thinking • SettingOutthe Agenda • DecidingNextSteps • Defin
ing the Focus DefiningtheFocus • LookingatAlternative Definitions • Taking
Requests
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• ManagingContingent Agenda • MaintainingDiscipline • M it i th Monitoringth
e Thinking • Asking for Summaries AskingforSummaries • NotingConclusions Org
anizingDecisions ii D ii • O • InterruptingtheFlow.
82
Refer to “The BLUE Hat Roles” on Page 9 of Workbook 2 The Roles
“MANAGINGTHETHINKING” EXAMPLES “Wearingmybluehat,Isuggestwelist ourpr
ioritiesatthispoint.”
Refer to Examples on Page 10 of Workbook 2
“Iwanttomakeabluehatcomment:I feelwearespendingtoomuchtimein f
l di h i i detailandnotenoughonthemain problem.”
“SETTINGOUTTHEAGENDA” EXAMPLES “Firstofall,Let’sputtogetheraBLUE BLUE
Hat Agenda.” “BLUE Hatsnow‐‐‐Let’ssetoutour BLUE plannedstepsinthethi
nkingprocess.” l d i h hi ki ”
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“DECIDINGNEXTSTEPS” EXAMPLES “Whatshouldwedonext?Let’shave someBLUE B
LUEHatThinking.” “Weseemtokeepgoingroundandround. IsuggestsomeBLUE
H Thi ki I BLUE HatThinkingto decidewhatthinkingwedonext.”
Refer to Examples on P R f t E l Page 11 of W kb k 2 f Workbook
TheBLUE HATROLES Th BLUE HAT ROLES
“DEFININGTHEFOCUS” • MakingclearthefocusoftheThinking:‐
– What is the subject? Whatisthesubject? – Whatarewethinkingabout? – With
what do we want to end up? Withwhatdowewanttoendup? – Whatisthedesire
doutcome?
•T b i t TwobasictypesofThinkingFocus f Thi ki F
– AreaFocus Refer to “Goals and Outcomes on Page 11 of Workbook 2 Goals Outcome
s” – PurposeFocus
“DEFININGTHEFOCUS” EXAMPLES “Iwanttodosomethinkinginthegeneral areao
fteethcleaningathome.” “I need some better designs for the head Ineedsome
betterdesignsforthehead ofatoothbrush.” “Ineedsomestrongermaterialfo
r “I d i lf makingthehandlesoftoothbrushes.”
“LOOKINGATALTERNATIVEDEFINITIONS” EXAMPLES “Dowewanttoreducestreetcrime
orjust thefearofstreetcrime?Or,dowejust wanttobeseenasdoingsom
ething g g aboutstreetcrime.” “Wearing the BLUE Hat I would like to Wearingt
he BLUE BLUEHat.Iwouldliketo restatethepurposeofthismeeting.”
Refer to Examples on P R f t E l Page 12 of W kb k 2 f Workbook
“LOOKINGATALTERNATIVEDEFINITIONS” EXAMPLES “Dowewanttofindwaysofreduci
ngour sellingpriceorofmakingourgoods seemmoreattractivetotheconsum
ers? Ordowewanttheconsumertofeelthat heorsheisgettingavaluewhic
hmay he or she is getting a value which may notberepeatedlater?”
“TAKINGREQUESTS” Page 12 of Workbook 2 Refer to Examples on EXAMPLES “Ifeelwe
oughttoconsiderthe constraintsatthispoint.” “Should we be consulting the
regulations Shouldwebeconsultingtheregulations aboutwastedisposal?” “I
suggestwefocusontheacceptabilityof “I f h bili f thisproposal.”
“MANAGINGCONTINGENTAGENDAS” EXAMPLES “ItmaybeusefultostartwiththeRED
RED Hattogetthefeelingsofthosepresent outonthetable.Ifnegative,we
lldo out on the table. If negative, we’ll do someBLACK HatThinkingtogive
logic BLACK tothesefeelings,butifpositive,we lldo to these feelings but
if positive we’ll do someYELLOW HatThinking.” YELLOW
“MAINTAININGDISCIPLINE”13 of Workbook 2 Refer to Examples on Page EXAMPLES
“ThereisaBLACK Hatcomment,andrightnow BLACK weareusingtheYELLOW Hat.
” i h YELLOW ” “Ifyoucannotgiveanyreasonstosupportyour feelingthenthe
yareRED Hatratherthan RED BLACK Hat.” “UndertheRED Hat,youdonothavet
oexplain RED orjustifyyourfeelings.Justgiveusyour j fy y f g g y feeli
ngs.”
“MONITORINGTHETHINKING”of Workbook 2 Refer to Examples on Page 14 EXAMPLES
“Itseemstomethatwehaveonlyconsidered thecustomer’spointofviewandn
otthatof h ’ i f i d h f theretailers.” “Wehavefocusedontheinefficiency
ofonthe inefficiencyofasystemthatallows individualstobeinefficient.
” g f y “Thethinkingsofarhasnotbeenvery practical.”
“ASKINGFORSUMMARIES” EXAMPLES
“Iwouldliketosumupourthinkingsofar.” “Canwepauseandrecapwhatweha
ve decided? decided?”
Refer to Examples on Page 14 of Workbook 2 p g
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94
“NOTINGCONCLUSIONS” EXAMPLES
“Theconclusionhasbeenreachedthatwe shouldnotopenanynewhotelsrightn
ow.” h ld h l i h ” “Theconclusionseemstobethatwedonot g f yf haveenou
ghinformationtoreachanyfirm conclusionatthismeeting.”
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“NOTINGCONCLUSIONS” EXAMPLES
“Theconclusionisthatweareunabletoagree onanewpricingpolicy.” i i li
” “Theconclusionisthateachsalesareashould p p decideonitsownpromoti
onandprice‐ cuttingpolicy.”
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“ORGANIZINGDECISIONS” EXAMPLES
“Itisnowtimewemadeadecisiononthis.” “Canwereachadecisiononthis?”
“We should now focus on reaching a decision ” Weshouldnowfocusonreachinga
decision.
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TheBLUE HATROLES Th BLUE HAT ROLES
“INTERRUPTINGTHEFLOW”
• Inthecourseofameeting,apersonmayinterrupt withtheuseoftheBLUE H
atforseveralreasons: 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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98
“INTERRUPTINGTHEFLOW” EXAMPLES
“PuttingonmyBLUE Hat,Iwouldliketo BLUE summarizeourprogresssofar.” i
f ” “PuttingonmyBLUE Hat,Iwouldliketoask BLUE pp g whatwearesuppose
dtobedoingnow?”
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Refer to Page 18 of Workbook 2 for Exercise A
THEBLUE THE BLUE HAT
EXERCISEA
• YouareaskedtoinventsomeBLUE Hat BLUE remarksthatmayhavebeenmadedu
ring k h h b d d i theBLUE HatPartofameeting. BLUE ____________
_________________________ _____________________________________ ________________
_____________________ DISCUSSION _____________________________________ TIME: E
XERCISE
TIME: 1minute
10/22/2008
4minutes
Refer to Page 19 of Workbook 2 for Exercise B(1)
EXERCISEB
• UsetheBLUE Hattosetouta“Thinking BLUE Agenda”foreachofthefollowin
gsubjects. g f f f g j Thisthinkingagendashouldmakeuseofthe SixThinki
ngHatsbutmayalsobe g y supplementedbyotherprocedures(which y maycome
underthehatsbutalsobe specifieddirectly.)
DISCUSSION TIME: 2minutes 2 i t
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1. Asuddenincreaseinabsenteeismat 1 A sudden increase in absenteeism at wo
rk.
101
Refer to Page 20 of Workbook 2 for Exercise B(2)
EXERCISEB
1. Asuddenincreaseinabsenteeismatwork.
DISCUSSION TIME: 2minutes 2 i t
2. A new entrant in the field is Anewentrantinthefieldis attemptingtobu
ymarketshareby loweringthepricetothepointwhere lowering the price to
the point where noprofitsarebeingmade.
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THEWHITE THE THE WHITE HAT
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103
TheWHITE The WHITE Hat (Observer) WHITEHat(Observer)
• • • • • • WhitePaper White Paper Neutral FocusonInformationavailable Objec
tiveFACTS Whatisneeded? What is needed? Howitcanbeachieved?
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TheWHITE The WHITE Hat (Observer) WHITEHat(Observer)
• FACTS and FIGURES FACTSandFIGURES
–Canyourole‐playbeingacomputer? –Justgivethefactsinneutraland object
ivemanner. objective manner –Nevermindtheinterpretation:justthe factsple
ase. –#Whatarethefactsinthismatter? f
ThoughtsofWHITE Thoughts of WHITE Hat WHITEHat
• • • • FACT,PROBABILITYORBELIEF FACT PROBABILITY OR BELIEF DISCUSSION,IDEA
ORMAP FACTS,TRUTHAndPHILOSOPHERS WHOHASPUTONTHEHAT?
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106
ThoughtofWHITE Thought of WHITE Hat WHITEHat
• FACT PROBABILITY OR BELIEF FACT,PROBABILITYORBELIEF
–Isitafactoraprobability/likelihood? –Isitafactorabelief? –Arethere
anyfacts? Are there any facts?
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107
• DISCUSSION IDEA OR MAP DISCUSSION,IDEAORMAP
–Discussion,argumentandconsensus. –Ifnothingisavailable,wheredoideas c
omefrom? come from? –Drawsupamap.
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108
• FACTS TRUTH And PHILOSOPHERS FACTS,TRUTHAndPHILOSOPHERS
–Howtrueisafact? –ValueoftheFactandPhilosophers –Truths Truths
• Absolute • "ingeneral" and
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109
• WHO HAS PUT ON THE HAT? WHOHASPUTONTHEHAT?
–Putsonyourownhat. –Askssomeonetoputonthehat. –Askseveryonetoputon
thehat. Asks everyone to put on the hat –Choosetheanswerwiththehaton.
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110
• Neutral and objective Neutralandobjective. q • Framequestionstoobtain i
nformation. • D bl Doublesystemofinformation. t fi f ti
–Factsverifiedandproven. f p –True,butstillnotbeenverified.
• Variable credibility from Variablecredibilityfrom
–“alwaystrue"to –“nevertrue".
• U bl l l Usablelevels,suchas h
–"ingeneral", g , –“sometimes",and –"inoccasionalform". "i i lf "
RANGEOFACCURACY RANGE OF ACCURACY
Refer to Page 21 of “Six Thinking Hats Workbook 2”
• • • • • • • • • •
Hardfactswhichcanbecheckedbyanyone. f y y Hardfactswhicharerestricted
andcannotbecheckedeasily. Informationwhichdependson“generalacceptance”
. Informationwhichdependsonthecredibilityofsource. Informationwhichiso
nlythematterof“belief”. Informationwhichdependsonhearsayorrumor. Infor
mationwhichisareasonableguess. Informationwhichislessreasonableguess.
Information which is less reasonable guess Informationwhichisknowntobedoub
tful. Informationwhichisverylikelytobeuntrue. Information which is very l
ikely to be untrue.
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TYPESOFINFORMATION TYPES OF INFORMATION
• • • • • • •
DisputedInformation Disputed Information OtherPeople’sFeelings WhatInformati
onisAvailable? h f i i il bl ? WhatInformationWouldWeLiketoHave? WhatIn
formationDoWeNeed? WhatInformationIsMissing? What Information Is Missing?
HowAreWeGoingtoGettheMissing Information?
10/22/2008
TYPESOFINFORMATION
“DISPUTEDINFORMATION”
EXAMPLES
“Yousaiditwastwoyearsago,butIthinkit wasfouryearsago.” “Idonotb
elievethatcarweighs2.4tons.” g
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115
TYPESOFINFORMATION
“OTHERPEOPLE’SFEELINGS”
(WHITE WHITEHAT) “Ihaveheardhimsaythathedislikedtheidea intensely.”
(RED HAT) RED “Idonotlikethisideaatall.”
EXAMPLES
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TYPESOFINFORMATION
“WHATINFORMATIONISAVAILABLE”
“Theapplicant’sresumeshowsthatthisperson hasbeenwiththesamecompanyf
or20 has been with the same company for 20 years.” “Therehasbeennoincrease
insalesthis quarter.”
EXAMPLES
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117
“WHATINFORMATIONWOULDWELIKETOHAVE?”
EXAMPLES
“Itwouldbenicetoknowhowourcompetitors willrespondtoourraisingprice
s.” will respond to our raising prices ” “Ifonlyweknewtheinterestratesay
earfrom now,lifewouldbeeasier.”
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118
“WHATINFORMATIONDOWENEED?”
EXAMPLES
“Wedonotknowwhatsalarysheexpects.” “Wedonotknowwhothedecisionmaker
is.”
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119
“WHATINFORMATIONISMISSING?”
EXAMPLES EXAMPLES (sameasearlier)
“Wedonotknowwhatsalarysheexpects.” “Wedonotknowwhothedecisionmaker
is.”
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120
“HOWAREWEGOINGTOGETTHEMISSINGINFORMATION?”
EXAMPLES
“Theinformationshouldbeavailableinthe patentfiles.” patent files ” “Wec
ouldaskthepeoplewhohaveworked withherinthepast.” “Theonlywayweare
goingtogetthat informationistotryitout.”
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121
THEWHITE THE WHITE HAT WHITEHAT EXERCISE
• Inventtenremarksorstatementsthatmight bemadeundertheWHITE be made
under the WHITE HAT WHITEHAT. DISCUSSION
– Topic:Hiringanewemployee. – EXAMPLE:
TIME: 5minutes 5 minutes
“Weknowthecandidatehasafour‐yeardegreein mathematics. mathematics ”
EXERCISE TIME: 2minutes 2 minutes
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122
THERED THE THE RED HAT
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TheRED Hat(Self,Other) The RED Hat (Self, Other)
• • • • Fire,Warmth Fire Warmth EMOTIONS,FEELINGS Intuition,Hunches Presentv
iewswithoutexplanation, Justification
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124
TheRED Hat(Self,Other) The RED Hat (Self, Other)
• EMOTIONS AND FEELINGS EMOTIONSANDFEELINGS
– Opposedtoneutral,objectiveinformation. – Pre‐sentiments,hunches,intuitio
ns, impressions. – Itdoesnotneedjustification – It does not need to give re
asons or Itdoesnotneedtogivereasonsor foundations/basis
ThoughtofRED Thought of RED Hat
• PLACE OF THE EMOTIONS IN PLACEOFTHEEMOTIONSIN THINKING • INTUITIONANDHU
NCHES • MOMENT TO MOMENT MOMENTTOMOMENT • USE OF THE EMOTIONS USEOFTHEEMOTI
ONS • LANGUAGEOFTHEEMOTIONS
• PLACE OF THE EMOTIONS IN PLACEOFTHEEMOTIONSIN THINKING
– Doemotionsconfusethethoughtorthey partofthethought? – Atwhatmoment
theemotionsbeused? – Can emotional people be good thinkers? Canemotionalpe
oplebegoodthinkers?
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127
• INTUITION AND HUNCHES INTUITIONANDHUNCHES
–Howvalidaretheintuitions? –Howvaluablearethey? –Howtheymustbeused? H
ow they must be used?
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128
• MOMENT TO MOMENT MOMENTTOMOMENT
–Toreactandgettingupset. –ThisiswhatIfeelaboutthismeeting. –Toshowy
ouorTohidethefeelings. To show you or To hide the feelings
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129
• THE USE OF EMOTIONS THEUSEOFEMOTIONS
– Canthinkingchangeemotions? – Theemotionalbackground. – Emotionslikeposi
tionstonegotiate. p g – Emotions,valuesandoptions/choices.
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130
• THE LANGUAGE OF EMOTIONS THELANGUAGEOFEMOTIONS
–Emotionsneedneitherbecoherent (consistent)norlogical. –Emotions can be h
armonized with Emotionscanbeharmonizedwith languagetomatch. –Resisttempt
ationtojustifythe f emotions.
Feelrespectforthesubject. Feel respect for the subject Legitimizetheemotio
nsandthefeelings. Makesthefeelingsvisible. Providesanadvisablemethodt
oenter Provides an advisable method to enter andtoleavetheemotionalway.
• Explorethefeelingsoftheotherswhen asked. • • • •
• Never need to justify the feelings or to base them on Neverneedtojustifyth
efeelingsortobasethemon thelogic. • Coverstwoampletypeswithfeeling.
p yp f g
– Commonemotions
• fear • misfortune, if t • suspicion.
– Complexjudgments
• • • • • pre‐feelings, intuitions, sensations, aestheticpreferences, feeli
ngs.
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133
USINGTHERED USING THE RED HAT REDHAT
• • • • • • • •
SignalsFeelings. Signals Feelings NoExplanationNeeded. ValidityofFeelings.
lidi f li IngredientinDecisionMaking. StatesFeelingsRightNow. ExploresaR
angeofFeelings. Explores a Range of Feelings AllowsQualifications. BriefTime
Allowed. B i f Ti All d
10/22/2008
USINGTHERED REDHAT “SIGNALSFEELINGS” EXAMPLES
“WearingmyRED REDHat,Ithinkwebehavebadly towardourcustomers.” “MyRE
D y REDHatfeelingisthatsheisthewrong f g g sortofpersonforthisjob
.”
USINGTHERED REDHAT “NOEXPLANATIONNEEDED” EXAMPLES
“Thisismyfeeling:Ithinkitisaterribleidea.” “Ijustlovetheidea.”
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136
OftenValid “She feels like a good person ”(Intiution) Shefeelslikeagoodpe
rson. (Intiution) ButNotAlwaysValid “Ithinkthenextrollofdicewouldbea
sixer.” f (Probability)
USINGTHERED REDHAT “VALIDITYOFFEELINGS” EXAMPLES
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137
USINGTHERED REDHAT
“INGREDIENTINDECISIONMAKING”
EXAMPLES
“Asachairperson,Ifeelweareslippingback.” “My REDHatThinkingisthatth
iswage RED ff increasewillnotbesufficient.”
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138
USINGTHERED REDHAT
“STATESFEELINGSRIGHTNOW”
EXAMPLES
“Rightnow,myfeelingsarethatitisa worthwhileidea.” “AtthistimeIwoul
dhavedifficultyaccepting ff y p g thisIdea.”
USINGTHERED REDHAT
“EXPLORESARANGEOFFEELINGS”
EXAMPLES
“Idisliketheideaintensely.” Iamveryexcitedandenthusedaboutexploring
theidea.” Iamnotsureaboutthisidea.” Iammildlyinterestedinthisidea.”
y
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140
USINGTHERED REDHAT
“ALLOWSQUALIFICATIONS”
EXAMPLES
“Idon’tliketheideaofa‘punctualityofficer’ unlessthatpersonischosen
bytheworkers unless that person is chosen by the workers themselves.” “Iwant
toknowhowyoufeelabouttheideaas itstands.”
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141
USINGTHERED USING THE RED HAT REDHAT
“BRIEFTIMEALLOWED”
• KeepRED REDHatShort
–A h Asshortas20seconds 20 d – Simpleexpressionoffeelingsnotjustificati
ons
• LongerTimes
– Sometimesmuchlongertimemaybeallocated – Whenexplorationoffeelingsand
intuitions Refer to Page 32 of “Six Thinking Hats Workbook 2” needed
THERED THE RED HAT REDHAT
EXERCISE
• Foreachofthefollowingsuggestionsor situations,whatisyourimmediateR
ED situations what is your immediate RED Hat REDHat response? DISCUSSION DIS
CUSSION “Taxonadvertising” TIME:
1minute EXERCISE TIME: 20seconds 20 seconds
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143
EXERCISE
DISCUSSION TIME: 1minute
ED situations what is your immediate RED Hat REDHat response? “Movingafacto
ryoffshoretogetlowerlabor costs”
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144
EXERCISE
ED situations what is your immediate RED Hat REDHat response? DISCUSSION “Fl
extimeatWork”
TIME: 1minute EXERCISE TIME: 20seconds 20 seconds
10/22/2008
145
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Abolishingret
irement– peoplearereassigned astheirabilitieschange”
10/22/2008
146
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “TVadvertising
limitedtofiveminutesinan hour”
10/22/2008
147
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Compulsorycom
munityserviceforyoung people”
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148
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Banoncarsin
citycenters” DISCUSSION
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149
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Abolitionofc
ompetitiveexamsinschools”
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150
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Termlimitsfo
rpoliticians”
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151
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Moreuseofel
ectronicmail” DISCUSSION
10/22/2008
152
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Mobiletelepho
nes”
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153
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Freepubliced
ucationatuniversitylevel”
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154
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Backgroundmus
icinrestaurants”
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155
EXERCISE
ED situations what is your immediate RED Hat REDHat response? “Officeromance
s”
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156
THEYELLOW THE THE YELLOW HAT
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157
TheYELLOW The YELLOW Hat (Self, Other) YELLOWHat(Self,Other)
• • • • • Sunshine Optimism p LOGICALPOSITIVEview Looksforbenefits What sgo
od? What’s good?
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158
TheYELLOW The YELLOW Hat (Self, Other) YELLOWHat(Self,Other)
• SPECULATIVE – POSITIVE SPECULATIVE–
– Positivethinking. – Yellowisforsunshineandbrightness. – Optimism. p – Co
ncentrate/Focusonbenefit. – Constructive thinking; making things Constructive
thinking;makingthings happen.
ThoughtsofYELLOW Thoughts of YELLOW Hat YELLOWHat
• THE POSITIVE SPECTRUM THEPOSITIVESPECTRUM • REASONSANDLOGICAL ENDORSEMENT
/SUPPORT • CONSTRUCTIVE THINKING CONSTRUCTIVETHINKING • SPECULATION • RELATION
TOCREATIVITY
• THE POSITIVE SPECTRUM THEPOSITIVESPECTRUM
–Whenisoptimismfoolishness? –Fromthehopefultothelogical. –Whatisrealis
m? What is realism?
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161
• REASONS AND LOGICAL REASONSANDLOGICAL ENDORSEMENT/SUPPORT
– Onwhatonehasbasedthepositivepointof view? – Whydoyouthinkitwill
happenthisway? – Background reasons for the optimism Backgroundreasonsforth
eoptimism.
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162
• CONSTRUCTIVE THINKING CONSTRUCTIVETHINKING
–ThingshappenasyouACT. –Proposalsandsuggestions.
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163
• SPECULATION
–Lookingintothefuture. –Thevalueof"if". –Thebestpossiblescenario. The b
est possible scenario
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164
• RELATION TO CREATIVITY RELATIONTOCREATIVITY
–Differencebetweenconstructiveand creative. –Effectiveness and change Effect
ivenessandchange. –Newideasandoldideas.
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165
• Positive and constructive Positiveandconstructive.
– Takescareofthepositiveevaluationasblackhat tookcareofthenegative
evaluation. took care of the negative evaluation – Positivephantomthatgoesfr
omlogicalpractical aspecttothedreams,visionsandhopes. aspect to the dre
ams visions and hopes – Investigates,exploresandlogicallyendorsesthe value
andbenefit. value and benefit. – Showawell‐foundedoptimismwhichisnot l
imited.
• Constructive and generative Constructiveandgenerative.
– Concreteproposalsandsuggestions. – Theeffectivenessistheobjectiveoft
heconstructive ff j f thoughtofyellowhat. – Canbespeculativeandseeking
ofopportunities. – Allowsvisionsanddreams.
• Doesnottakecareofthemerepositive euphoria(redhat)noreither,direct
ly,ofthe creationofnewideas(hatgreen).
FOCUSAREAS FOCUS AREAS
• • • • • • •
ReasonsforOptimism Reasons for Optimism Feasibility Benefits Values Competitiv
eAdvantage SenseofPotential Concepts
10/22/2008
FOCUSAREAS
“REASONSFOROPTIMISM”
“Itshouldbepossibletogetwekend visitorsatthishotelbecauseitisnott
oo isitors at this hotel beca se it is not too faroutoftownandyetitisfa
renough togivethefeelingofgoingtoanother place.”
EXAMPLES
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169
FOCUSAREAS
“REASONSFOROPTIMISM”
“Optionalflextimeshouldbeattractiveto thosepeoplewhohavefamilythings
to those people ho ha e famil things to lookafterorwholikegettingupearly
andavoidingthetrafficcongestion.”
EXAMPLES
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170
FOCUSAREAS
“FEASIBILITY”
“Isthereanywayinwhichbankscouldbe usedtomakewelfarepayments.” sed t
o make elfare pa ments ” “Canwemaketheideaoftradable permitsforpollutio
nwork.” Isthereafeasiblewayinwhichwecould Is there a feasible way in w
hich we could rewardambition.”
EXAMPLES
Refer to Page 37 of “Six Thinking Hats Workbook 2” g g
FOCUSAREAS
“BENEFITS”
“Icanseethebonussystemmotivating peopletotakemoreinterestinthe peo
ple to take more interest in the companytheyworkfor.” “Internetbankingwill
benefiteveryone whocannoteasilygettoabankoran who cannot easily get t
o a bank or an ATMmachine.”
EXAMPLES
FOCUSAREAS
“VALUES”
“Couldthisidealeadtocostreductionin anyway?” an a ?” “Wouldthisideah
aveanyusefulimpact oncustomersatisfaction? on customer satisfaction?”
EXAMPLES
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173
FOCUSAREAS
“COMPETITIVEADVANTAGE”
“Thisnewpackagingwouldallowusto getmoreontothesupermarketshelves.” g
et more onto the s permarket shel es ” Locatinginthisdelightfulplacewould
giveusanadvantageinrecruitinghigh‐ give us an advantage in recruiting high
‐ qualitystaff.”
EXAMPLES
174
FOCUSAREAS
“SENSEOFPOTENTIAL”
“Thisideaofusingretiredpeoplehave potentialvalue.” potential al e ” “Usi
ngthedeadhoursofthenightfor downloadingTVmaterialmusthavea downloa
ding TV material must have a valuesomewhere.”
EXAMPLES
175
FOCUSAREAS
“CONCEPTS”
“Thisideaisnotveryattractive,butthe underlyingconceptofusingcustomer
sas underlying concept of using customers as salesagentshasalotofpotenti
al.” “Thebackgroundconceptofrelating “Th b k d t f l ti informationtolast
year’smileageis interesting,butarelianceonthehonestyof i t ti b t li
th h t f motoristsseemsweak.”
EXAMPLES
176
THEYELLOW THE YELLOW HAT YELLOWHAT EXERCISE
• Part1.Puttogetherachecklistof10framesof value,suchascostsaving,
competitive value such as cost saving competitive advantageandsimplicity.Lis
tyourpointsin ColumnAonthechartonpage42of Column A on the chart on
page 42 of DISCUSSION Workbook2. TIME:
2minutes EXERCISE TIME: 1minute 1 minute
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177
• Part2.Now,systematicallyapplyeachof theseframestothesubjectonpage
41 these frames to the subject on page 41 Workbook2.SeewhichYELLOWHatpoi
nts youcanextract.YoushouldfocusonYELLOW you can extract You should foc
us on YELLOW Hatpointsonly.(nonegatives) DISCUSSION
EXERCISE TIME: 1minute 1 minute
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TIME: TIME: 2minutes
178
• SUBJECT.Aninsurancecompanyoffersa livingbenefits policy Which means tha
t if a “living benefits”policy.Whichmeansthatifa policyholderisdiagnose
dashavinganillness thatmightbeterminal,theinsurance that might be ter
minal the insurance companywillimmediatelypayout75%ofthe benefitswhich
wouldhavebecomepayable benefits which would have become payable uponthedea
thofthepolicytaker.
THEBLACK THE THE BLACK HAT
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180
TheBLACK Hat(Self,Other) The BLACK Hat (Self, Other)
• • • • • Stemjudgewearingblackrobe Stem judge wearing black robe Judgmental
g Critical Whysomethingiswrong? LOGICALNEGATIVEView LOGICAL NEGATIVE View
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181
TheBLACK Hat(Self,Other) The BLACK Hat (Self, Other)
• WHAT IS WRONG WITH IT? WHATISWRONGWITHIT?
– logical‐negative. – Whyitwillnotwork. – It does not fit in our knowledge a
nd Itdoesnotfitinourknowledgeand experience. – A l i /C iti l J d Analys
is/CriticalJudgement t – Pessimisticpointofview.
ThoughtofBLACK Thought of BLACK Hat
• SUBSTANCE AND METHOD SUBSTANCEANDMETHOD • PASTANDFUTURESUBSTANCE • COMPLA
CENTREFUSAL/NEGATIVE INDULGENCE • FIRST THE NEGATIVE OR THE FIRSTTHENEGATIVE
ORTHE POSITIVE?
• SUBSTANCE AND METHOD SUBSTANCEANDMETHOD
–Errorsofthinking. –Whyonethingdoesnotfollow another. another –Guideline
sfortests/RulesofEvidence. –Possibleconclusions.
• PAST AND FUTURE SUBSTANCE PASTANDFUTURESUBSTANCE
–Howdoesitfitmypastexperience patterns? –Is this So? IsthisSo? –Whicha
retherisks?
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185
• COMPLACENT REFUSAL/NEGATIVE COMPLACENTREFUSAL/NEGATIVE INDULGENCE
–Itismucheasiertobenegative. –Itismoreamusingtobenegative. It is mor
e amusing to be negative –Yes...but...
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186
• FIRST THE NEGATIVE OR THE FIRSTTHENEGATIVEORTHE POSITIVE?
–Shouldtheyellowhatprecedethe blackhat? black hat? –Fearandsecurity/saf
ety. –Curiosityandexploration.
• An objective attempt to map the negative Anobjectiveattempttomapthenegat
ive elements. • Indicate the errors in the process of thought Indicatetheerro
rsintheprocessofthought. • Canconfrontanideawiththepast • Stopstov
erifyifitfitswithalreadyknown. • Canprojectanideainthefutureifitc
ouldfail p j f f f orgobadly.
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188
• Can raise negative questions Canraisenegativequestions. • Notusedtoconce
alcomplacentnegative refusalorfeelings(usetheredhat). • The judgment po
sitive is for the yellow Thejudgmentpositiveisfortheyellow hat. • Y ll h
t i l Yellowhatisalwaysusedbeforethe db f th black.
KEYFUNCTIONS KEY FUNCTIONS
• • • • • • •
NoteWaysthatSomethingDoesNotFit Note Ways that Something Does Not Fit Look
atFaults LookatPotentialProblems SpeculateAbouttheFuture Speculate About
the Future FindtheErrorsofLogic MakeAssessments MustBeAppliedThoroughly
Must Be Applied Thoroughly
10/22/2008
KEYFUNCTIONS
“NOTEWAYSTHATSOMETHINGDOESNOTFIT”
EXAMPLES
“Thisprojectdoesnotfitthenew regulationsontoxicwastedisposal.” reg la
tions on to ic aste disposal ” “Thissellingpricedoesnotfitour projectedc
osts. projected costs ”
Refer to Page 45 of “Six Thinking Hats Workbook 2 Six 2”
KEYFUNCTIONS
“NOTEWAYSTHATSOMETHINGDOESNOTFIT”
EXAMPLES
“Thatistotallycontrarytoourcorporate culture.Peoplewillnotknowwhatt
o c lt re People ill not kno hat to do.” “That does not fit our policy of focus
ing Thatdoesnotfitourpolicyoffocusing oncost‐reduction.”
KEYFUNCTIONS
“LOOKATFAULTS”
“Itwouldbeeasytoforgethosegift vouchers.” o chers ” “Thoseloosepieces
couldbeswallowed bychildren. by children ”
EXAMPLES
KEYFUNCTIONS
“LOOKATPOTENTIALPROBLEMS”
“Ifwearetoosuccessful,othersmaybe temptedintothemarket.Thenwewill
tempted into the market Then e ill havemorecompetition.” “Iftoomanypeople
acceptouroffer,how arewegoingtocope? are we going to cope?”
EXAMPLES
KEYFUNCTIONS
“SPECULATEABOUTTHEFUTURE”
“Ifweraiseourprices,anewcomerinthe fieldcouldcomeinunderourprice
and field co ld come in nder o r price and takeoutourmarket.” “Ifyoufireh
er,everyonewillthinkitis becauseshedisagreedwithyou. because she disag
reed with you.”
EXAMPLES
KEYFUNCTIONS
“FINDTHEERRORSOFLOGIC”
“Yousaythatifweraiseprices,saleswillfall.I thinktheproductwillbe
seeasmore think the product will be see as more exclusiveandwillhaveapre
stigevalue.” “Yousaidthatsalesfigureshowthatolder “Y id th t l fi h th
t ld peopledonotbuylifeinsurance.Thismaybe becausethereisnoproduct
outtherewhich b th i d t t th hi h suitstheirneeds.”
EXAMPLES
KEYFUNCTIONS
“MAKEASSESSMENTS”
“Weallliketheidea,nowlet’sBLACK BLACKHatit.” “Beforewemoveintoacti
on,weneedto considerthepossibleproblems.Thismeansa BLACKHatassessme
nt.” BLACK
EXAMPLES
KEYFUNCTIONS
“MAKEASSESSMENTS”
“Let’shavesomeBLACK BLACKHatthoughtonhow thenewcustomercomplaintsys
temhas the new customer complaint system has worked.” “Howhasshebeendoing
inthenewjob? YELLOW HatthenBLACK BLACKHAT.”
EXAMPLES
KEYFUNCTIONS
“MUSTBEAPPLIEDTHOROUGHLY”
“RightnowweareusingtheBLACK BLACKHat,soyou mustmakearealeffortto
comeupwiththe must make a real effort to come up with the risksanddangers
wewillface?” “Iknowyouliketheidea,butwemustconsider “I k lik th id
b t t id thepointsforcaution.Solet’shavesome goodBLACKH t thi ki ” d B
LACK BLACKHatthinking.”
EXAMPLES
THEBLACK THE BLACK HAT BLACKHAT EXERCISE
• InventsomeBLACK BLACKHatremarksthatmight havebeenmadeduringtheBLA
CK Hatpart have been made during the BLACK Hat part ofathinkingsession. TOP
IC:Aproposedadvertisingcampaign TOPIC A d d ti i i _________________________
______________ _____________________________________ EXERCISE
TIME: 1minute 1 minute
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THEGREEN THE THE GREEN HAT
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201
TheGREEN The GREEN Hat (Self, Other) GREENHat(Self,Other)
• • • • Vegetation CREATIVEthinking g Possibilitiesandhypotheses Newideas
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202
ThoughtsofGREEN Thoughts of GREEN Hat GREENHat
• • • • • • • CREATIVEANDLATERALTHINKING CREATIVE AND LATERAL THINKING LATERA
LTHINKING MOVEMENTINSTEADOFJUDGMENT O S O G THENEEDFORPROVOCATION ALTERN
ATIVES PERSONALITYAndABILITY PERSONALITY And ABILITY THATITHAPPENSTOTHEID
EAS?
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• CREATIVE AND LATERAL THINKING CREATIVEANDLATERALTHINKING
– Newideas,newconceptsandperceptions – Thedeliberatecreationofnewideas
. – Moreandmorealternatives. – Change. – Raising New problems RaisingNewpro
blems.
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• LATERAL THINKING LATERALTHINKING
–Thelateralthinkinganditsrelation withthecreativity. –Humor and lateral
thinking Humorandlateralthinking. –Patternswitchinginaself‐organizing in
formationsystem. f
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• MOVEMENT INSTEAD OF MOVEMENTINSTEADOF JUDGMENT
–Useofidealikeacrossingsite. –Whereitwilltakeme? Where it will take me
? –Theforwardeffectofanidea.
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• THE NEED FOR PROVOCATION THENEEDFORPROVOCATION
–TheuseofwordPO. –Thelogicofabsurd. –RandomProvocationtochange. Random
Provocation to change
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207
• ALTERNATIVES
–Tooeasilysatisfied. –Routes,optionsandchoices. –LevelsofAlternative. Lev
els of Alternative
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• PERSONALITY And SKILL (ABILITY) PERSONALITYAndSKILL(ABILITY)
–Iscreativityamatterofskill(ability), talentorpersonality? –Changing Ma
sks is easier than ChangingMasksiseasierthan changingfaces. –Prideinthe
exerciseofaskill f
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• WHAT HAPPENS TO THE IDEAS? WHATHAPPENSTOTHEIDEAS?
–Whathappensnext? –Shapingandtailoringideas. –Theconceptmanager. The conc
ept manager
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210
• Use the language of creative thought. Usethelanguageofcreativethought. •
Greenissymbolofthefertility,thegrowthandthe valueoftheseeds. f •
Searchofalternatives,afundamentalaspect.Go beyondthewell‐known,obviou
sandthesatisfactory y f y thing. • Pausecreative‐ Stopsatagivenpoint
toconsider thepossibilityofalternativeideas.Nolackofreasons forthis
pause.
• The language of the movement replaces to the one Thelanguageofthemovement
replacestotheone ofjudgment.Thethinkertriestoadvancefroman ideato
reachanothernewone. • Provocation(PO)– Usedtoleaveourhabitual guidelin
esofthought.,likeintheMethodofthe randomword. • Lateralthoughtisas
eriesofattitudes,languages andtechniques d h
– Includemovement,provocationandPOtojumptonewideas. – Used to generate
concepts and perceptions. Usedtogenerateconceptsandperceptions.
KEYPOINTS KEY POINTS
• • • • • • • • •
TimeandPlaceforCreativity Time and Place for Creativity CreativeEffort Crea
tiveAttitude Creative Attitude ExtractingConcepts MakingModifications Making
Modifications ProblemSolving GeneratingPossibilities Generating Possibilities
ActionPossibilities LateralThinkingTechniques L t l Thi ki T h i
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KEYPOINTS
“TIMEANDPLACEFORCREATIVITY”
“Weneedfurtheralternatives.Puton yourgreenhats.” h t ” “Time for some GR
EEN Hat thinking.” TimeforsomeGREEN Hatthinking. “Wearenotgettinganywher
e– let’s trytheGREEN Hat.” GREEN
EXAMPLES
KEYPOINTS
“CREATIVEEFFORT”
“Itisaverydifficultsituation,but let’smakeaGREENH t ff t ” l t’ k GRE
EN GREENHateffort.” “I want you to write a GREEN Hat IwantyoutowriteaGRE
EN GREENHat sectiontothisreport.Includesome newideas.” ne ideas ”
EXAMPLES
KEYPOINTS
“CREATIVEATTITUDE”
EXAMPLES
“Whatelsecouldwedothere?” “Have we listed all the alternatives?” Haveweli
stedallthealternatives? “Theremustbeotherwaysofdoing this.”
KEYPOINTS
“EXTRACTINGCONCEPTS” “Whatistheconceptbehindthisidea? Howelsemightwe
carrythroughthis How else might we carry through this concept?” “Wehaveapo
werfulconcepthere.What arethealternativewaysofcarryingit y f y g out?
”
EXAMPLES
KEYPOINTS
“MAKINGMODIFICATIONS”
EXAMPLES
“Wecouldmodifythisideabymakingit “W ld dif thi id b ki it optionalrath
erthancompulsory.” “They need not all be the same color ” Theyneednotallb
ethesamecolor.
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218
KEYPOINTS
“PROBLEMSOLVING” “OurBLACK Hatthinkinghasturnedup BLACK somedifficulties
.Canweovercome some difficulties Can we overcome them?” “Let’susetheGREEN
Hatrightnowto GREEN addresssomeoftheseconcerns.” f
EXAMPLES
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219
KEYPOINTS
“GENERATINGPOSSIBILITIES” “Itisjustpossiblethatshedidnotknow whatshe
wasdoing. what she was doing ” “Thereisaremotepossibilitythatthis fault
willbeseenasauniqueidentifying f feature.”
EXAMPLES
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220
KEYPOINTS
“ACTIONPOSSIBILITIES”
EXAMPLES
“Right,weliketheidea.Nowwhatare “Ri ht lik th id N h t theactionpossib
ilities.” “Wehavetoactonthis.Let’sGREEN GREENHat theactionalternativ
es. the action alternatives.”
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221
KEYPOINTS
“LATERALTHINKINGTECHNIQUES”
EXAMPLES
Focus: NewconceptsonOfficeCopiers RandomWord: NOSE IdeaGeneration: Lav
enderSmellwhen Idea Generation: Lavender Smell when copieroutofpaper.Anot
hersmeel whenoutofink. when out of ink
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222
THEGREEN THE GREEN HAT GREENHAT EXERCISE
Focus: LoadShedding RandomWord: BUTTERFLY IdeaGeneration: Idea Generation
: _______________________________ _________________________________ EXERCISE __
_________ Refer to Page 60 of “Six Thinking Hats Workbook 2” TIME:
2minute 2 minute
DISCUSSION TIME: TIME 3minutes
THEGREEN THE GREEN HAT GREENHAT EXERCISE
Focus: State‐of‐the‐ArtMobilesets RandomWord: ROD IdeaGeneration: Idea G
eneration: _______________________________ _________________________________ EXE
RCISE ___________ Refer to Page 60 of “Six Thinking Hats Workbook 2” TIME:
2minute 2 minute
HATTARGETS HAT TARGETS
• WHITE WHITEHat,puretarget,virgin,facts,numbersand information. • RED
REDHat,toseered,emotions,feelings,andhunches. • BLACK BLACKHat,devil
sadvocate,negativejudgment,reasonby whichhewillnotbe. • YELLOW YELLO
WHat,lightofthesun,brightnessandoptimism, positive,constructive,oppor
tunity. positive constructive opportunity • GREEN GREENHat,fertility,creativ
ity,plantsappearingoftheseeds, p movement,provocation. • BLUE BLUEHat,
moderationandcontrol,conductor,tothinkabout thought.
HATSPAIRS HATS PAIRS
MODULEIV MODULE IV
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226
HATPAIRS HAT PAIRS
• WHITE • BLACK • GREEN
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• RED • YELLOW • BLUE
WHITE & &RED RED
• Whatinformation dowehave? • What information Whatinformation ismissing?
• Howdoweget theinformation weneed?
10/22/2008
• Howdowefeel aboutit? • What is the Whatisthe feelingatthis verymom
ent? • Arethereany y mixedfeelings?
228
Refer to Page 80 of “Teach Your Child How to Think”
• What is the difference between Whatisthedifferencebetween WHITE andRED
REDHatThinking?
EXERCISE TIME: 30seconds DISCUSSION TIME: 2minutes
ExerciseontheYour Child How to Think” Refer to Page 84 of “Teach WHITE &
RED REDHats
10/22/2008
229
• Can computers do RED Hat CancomputersdoRED REDHat Thinking?
RED REDHats
10/22/2008
230
• A boy has kicked a ball into a Aboyhaskickedaballintoa neighbor’syard
andhasbrokena window.Theyareyellingateach other.Givethreeexamples
ofRED other. Give three examples of RED RED Hatremarksforeachside.
10/22/2008
RED REDHats
DISCUSSION TIME: TIME: 2minutes
• Do some WHITE Hat Thinking on DosomeWHITE WHITEHatThinkingon theroad
orstreetinwhichyoulive.
RED REDHats
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232
• Someone suggests to you that you Someonesuggeststoyouthatyou shouldtake
uponeofthehobbies: gardening,carpentry,stampcollecting. d i t t ll ti
• DosomeWHITE WHITEHatthinkingoneach. ThenfollowtheRED REDHatThi
nkingon each.
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RED REDHats
DISCUSSION TIME: 2minutes 2 minutes
233
• Is the following a WHITE Hat IsthefollowingaWHITE WHITEHat Thinkingor
RED REDHatThinking?
RED REDHats
“Pollutionofagrowingproblem?” “P ll ti f i bl ?”
RED REDHatThinking?
RED REDHats
“Ifeelpollutionisnowtheworld’s “I f l ll ti i th ld’ numberoneproblem.”
EXERCISE EXERCISE TIME: EdwarddeBonoFoundationPakistan 15seconds
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235
RED REDHatThinking?
RED REDHats
“Wearenotdoingenoughtocontrol “W td i ht t l pollution.”
EXERCISE EXERCISE TIME: EdwarddeBonoFoundationPakistan 15seconds
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236
RED REDHatThinking?
RED REDHats
“Pollutioniseveryone’sbusiness.” “P ll ti i ’ b i ”
RED REDHatThinking?
RED REDHats
“Householdgarbagecontributesto “H h ld b t ib t t pollution.”
RED REDHatThinking?
RED REDHats
“Pollsshowthatpeopledocare “P ll h th t l d aboutpollution.”
RED REDHatThinking?
RED REDHats
“IdonotknowwhatIcandoabout “I d tk h tI d b t pollution.”
EXERCISE EXERCISE TIME: 15seconds EdwarddeBonoFoundationPakistan
10/22/2008
240
• For a young person about to Forayoungpersonaboutto chooseacareerwhat
aspects wouldbecoveredbyWHITE WHITEHat Thinkingandwhataspectsbe Thi
nking and what aspects be coveredbyRED REDHatThinking?
10/22/2008
RED REDHats
241
• In choosing a color with which to Inchoosingacolorwithwhichto paintthe
wallsofyourroom,what aspectsareWHITE WHITEHatThinking andwhataspec
tsareRED and what aspects are RED Hat REDHat Thinking?
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RED REDHats
242
• Put on your RED Hat and list three PutonyourRED Hatandlistthree things
youreallylikeandthree thingsyoudonotlike.
RED REDHats
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243
BLACK & &YELLOW YELLOW
• • • •
Isittrue? Doesitfit? Willitwork? ll k? Whatarethe dangersand problems
?
• Whatarethe benefits? • Why should it Whyshouldit work?
10/22/2008
244
• Someone suggests that there Someonesuggeststhatthere shouldbecarsspecia
llydesigned forwomen.DosomeBLACK BLACKHat Thinkingtopointoutthe Th
inking to point out the weaknessesinthisidea.
10/22/2008
ExerciseontheYour Child How to Think” Refer to Page 90 of “Teach BLACK &
YELLOW YELLOW
245
• There is a lot of stealing going on at Thereisalotofstealinggoingonat
school.Rewardsareofferedto anyonewhocancatchathief.Isthis agoodi
dea?DosomeYELLOW a good idea? Do some YELLOW Hat YELLOWHat Thinkingfirst
andthensome BLACK HatThinkingontheidea. H t Thi ki th id
10/22/2008
YELLOW YELLOW
EXERCISE DISCUSSION TIME: TIME: EdwarddeBonoFoundationPakistan 30secon
ds 2minutes
246
• There is a surplus of food in some Thereisasurplusoffoodinsome countri
esbutinothercountries peoplearestarving.Shouldsomeof thesurplusfood
begivenfreeto the surplus food be given free to thepeoplewhoarestarving
?Give twopointseachoffromBLACKH t t i t h ff BLACKHat BLACK andYELLOW
YELLOWHat.
10/22/2008
YELLOW YELLOW
EXERCISE TIME: EdwarddeBonoFoundationPakistan 30seconds
DISCUSSION TIME: 247 2minutes
• Is it a proper BLACK Hat Remark: IsitaproperBLACK BLACKHatRemark:
YELLOW YELLOW
“Thefactthatmanyfatpeopleseem happydoesnotmeanthatthey h d t th t t
h arefatbecausetheyarehappy.”
YELLOW YELLOW
“Apublicitycampaigninthe newspaperswon’tworkbecause ’t kb manypeoplec
annotread.”
YELLOW YELLOW
“Peoplewhotellliesareusually foundout.” f d t”
YELLOW YELLOW
“Inmyexperiencepayingpeople higherwagesdoesnotmakethem hi h d t k th
happier.”
YELLOW YELLOW
“Ifyoudonotworkhard,youwill notgetgoodresultsinthetest.” t t d lt
i th t t ”
• Use YELLOW Hat Thinking to show UseYELLOW HatThinkingtoshow thebenefits
inthesuggestionthat everyoneshouldkeepapetof somesort. some sort.
YELLOW YELLOW
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253
• If you never read newspapers and Ifyouneverreadnewspapersand neverliste
nedtotelevisionnews. Whatwouldhappen?Dosome YELLOW Hat and some BLACK H
at HatandsomeBLACK Hat Thinkingonthis.
YELLOW YELLOW
254
• Do some YELLOW Hat Thinking on DosomeYELLOW HatThinkingon theuseofthe
BLACK Hat. BLACK
YELLOW YELLOW
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255
GREEN & &BLUE BLUE
• Exploration p • Proposalsand suggestions • Alternatives • Newideas • Provoc
ations • • • • •
Wherearewenow? Whatisthenextstep? Programofthinking f h k Summary y Obs
ervationsand comments
10/22/2008
256
• You are selling newspapers but you Youaresellingnewspapersbutyou cannot
getanyonetodeliverthem. PutonyourGREEN GREENHatandmake somesuggest
ions. some suggestions.
ExerciseontheYour Child How to Think” Refer to Page 95 of “Teach GREEN &
BLUE BLUE
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257
• Your dog and your neighbor’s dog Yourdogandyourneighbor sdog fightthew
holetime.WhatGREEN GREEN Hatsuggestionsdoyouhave?
BLUE BLUE
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258
• You are running a fast‐food business Youarerunningafast foodbusiness (pi
zza).Acompetitoropensanother outlet(alsopizza)nearby.Youstart l ( l i
) b tolosebusiness.PutonyourBLUE y BLUE Hatanddecidethefirstthreest
eps inyourthinking.Howshouldyour in your thinking How should your thinkin
ggo?
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BLUE BLUE
• You do not have enough space to Youdonothaveenoughspaceto storeyourbo
oksandpapersinyour room.YouputonyourGREEN GREENHat andcomeupwith
somealternatives. p
EXERCISE EXERCISE TIME: 30seconds DISCUSSION DISCUSSION TIME: 2minutes
BLUE BLUE
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260
• A film‐maker sets a competition to Afilm makersetsacompetitionto findth
ebestideaforamonstertype offile.Thereisaneedforanewtype f fil h
i df ofmonster.PutonyourBLUE y BLUEHat andthenGREEN GREENHatforsu
ggestions.
10/22/2008
BLUE BLUE
261
• There is a straight piece of road and Thereisastraightpieceofroadand p
eopledrivetoofastalongit. Pedestriansarealwaysgetting d i l i injured
andevenkilled.SomeGREEN j GREEN HatThinkingonthisproblem?
10/22/2008
BLUE BLUE
• There is a search for a new shape for Thereisasearchforanewshapefor c
erealboxes.Someoneputsona GREENHatandmakesthe GREEN d k h p provocat
ionthatcerealboxesshould beroundlikeaball.Canyouget anythinguseful
fromthat anything useful from that provocation?
10/22/2008
BLUE BLUE
• There is an argument between a Thereisanargumentbetweena fatheranddaug
hterastowhattime sheshouldgethomeintheevening. h h ld h i h i Using
yourBLUE gy BLUEHathowwouldyou y setaprogramforthatargument?
10/22/2008
BLUE BLUE
264
SEQUENCEUSE SEQUENCE USE
MODULEV MODULE V
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265
TYPESOFUSE TYPES OF USE
• Occasional Use. OccasionalUse. • Systematic/Structured (Sequence)Use.
10/22/2008
266
• Each hat may be used any number of times in Eachhatmaybeusedanynumberof
timesin thesequence. • It is best to use the YELLOW Hat before the Itisbes
ttousetheYELLOW Hatbeforethe BLACKHatsinceitisdifficulttobeposit
ive BLACK afteryouhavebeencritical. after you have been critical
• BLACK Hat is used in two ways:‐ BLACKHatisusedintwoways: BLACK
– Pointouttheweaknessesinanidea,followedby GREENHat,whichovercomest
heweaknesses. GREEN GREEN Hat which overcomes the weaknesses – Useforassessm
ent
• BLACK Hat is always used for final assessment BLACKHatisalwaysusedforfin
alassessment BLACK oftheidea.
– Fi l Finalassessmentshouldalwaysbefollowedbythe t h ld l b f ll d b th
RED Hat,toseehowwefeelabouttheideaafter weassessit. we assess it
• If you believe that there are strong feelings Ifyoubelievethattherearest
rongfeelings aboutasubject,youalwaysstartthethinking withtheRED Hat
inordertogetthosefeelings with the RED Hat in order to get those feelings
intotheopen.
• If there are no strong feelings Iftherearenostrongfeelings,
– StartwithWHITE Hat,forinformation. WHITE – Then GREEN Hat to generate som
e alternatives ThenGREEN Hattogeneratesomealternatives. – Assesseachalte
rnativewithYELLOW Hat. YELLOW – F ll b BLACK H t h FollowbyBLACK Hat,choos
eanalternative. lt ti – AssessyourchoicebyRED Hat. RED
STRUCTUREDSEQUENCE STRUCTURED SEQUENCE
• STEP 1: Present the facts of the case (WHITE Hat) STEP1: Presentthefactsof
thecase(WHITE WHITE • STEP2:Generateideasonhowthecasecouldbe handle
d(GREEN Hat) (GREEN ) • STEP3:Evaluatethemeritsoftheidea
– Listthebenefits(YELLOW Hat) (YELLOW ) – Listthedrawbacks(BLACK Hat) BLAC
K
• STEP4:Geteverybody’sgutfeelingsaboutthe alternatives(RED Hat) RED • S
TEP5:Summarizeandadjournthemeeting(BLUE BLUE Hat)
SEQUENCE SEEKINGANIDEA SEQUENCE ‐ SEEKING AN IDEA
• STEP1: Gatheravailableinformation.(WHITE Hat) (WHITE ) • STEP2:Forfurth
erexplorationandtogeneratealternatives. (GREEN Hat) GREEN • STEP3:Assess
thebenefitsandfeasibility.(YELLOW Hat) YELLOW • STEP4:Assesstheweakness
esanddangers.(BLACK Hat) BLACK • STEP 5: Developing most promising alternativ
e and make a STEP5:Developingmostpromisingalternativeandmakea choice.(
GREEN Hat) GREEN • STEP6:Summarizeandassessachievementsofar.(BLUE Hat) (
BLUE ) • STEP7:Makethefinaljudgment.(BLACK Hat) BLACK • STEP8:Findoutt
hefeelingsontheoutcome.(RED Hat) RED
SEQUENCE REACTINGTOANIDEA SEQUENCE – REACTING TO AN IDEA
• STEP1: Findtheexistingfeelingabouttheidea.(RED Hat) g g (RED ) • STEP
2:Findthebenefitsintheidea.(YELLOW Hat) YELLOW • STEP3:Pointoutweakne
sses,problemsanddangersinthe idea.(BLACK Hat) BLACK • STEP4:Cantheide
abemodifiedtostrengthenbenefits. (GREEN Hat) GREEN • STEP5:Canavailable
informationhelpinmakingideamore acceptable.(WHITE Hat) WHITE • STEP6:D
evelopmentofthefinalsuggestion.(GREEN Hat) GREEN • STEP7:Judgmentofthe
finalsuggestion.(BLACK Hat) BLACK • STEP8:Findoutthefeelingsontheoutco
me.(RED Hat) RED
SHORTSEQUENCES SHORT SEQUENCES
• Forquickassessmentofanidea. (YELLOW /BLACK /RED ) q (YELLOW / BLACK /
REDHat) • Togenerateideas.(WHITE /GREEN Hat) WHITE GREEN • Toimproveanex
istingidea.(BLACK /GREEN Hat) BLACK GREEN • Tosummarizeandspellouttheal
ternatives.(BLUE /GREEN Hat) BLUE GREEN • Toseeifthethinkinghavehadany
benefits.(BLUE /YELLOW BLUE YELLOW Hat)
• If you would only use a sequence of Ifyouwouldonlyuseasequenceof three
hatstofindapresentforyour bestfriend’sbirthday,whatwould b f i d’ b
i hd h ld thesequencebe? q
EXERCISE TIME: 30seconds 30 seconds DISCUSSION TIME: 2minutes 2 minutes
Exerciseonthe SEQUENCEUSE
• There is a meeting to discuss the Thereisameetingtodiscussthe problemo
fyoungcriminals.Which hatdoyouthinkshouldbeused h d hi k h ld b d fir
st?
• Your family is planning to move to Yourfamilyisplanningtomoveto another
partofthecountry.Youare askedwhatyouthinkaboutthe k d h hi k b h mo
ve.Whatsequenceofhatswould q youuse?(Givethefirstfour)
EXERCISE TIME: 10/22/2008 30seconds DISCUSSION Refer to Page 100 of “Teach Y
our Child How to Think” TIME: 277 2minutesEdwarddeBonoFoundationPakistan
• A group of young people are always Agroupofyoungpeoplearealways holding
partiesandtheloudmusicis upsettingtheirneibors.Theneighbors upsettin
g their neibors The neighbors haveameetingtodiscusstheproblem. Theirchoi
ceofhatsis: Th i h i fh i RED/BLACK GREEN/BLACK RED.Doyou RED BLACK/GREE
N BLACK/RED agreewiththissequenceofhats?What sequencewouldyousuggest?
q y gg
• You need to earn some money quickly in Youneedtoearnsomemoneyquicklyin
ordertobuysomethingyouwantvery much.Whatsequenceofhatswouldyou mu
ch What sequence of hats would you setuptoguideyourthinking?
EXERCISE TIME: TIME: 30seconds DISCUSSION TIME: TIME: 2minutes
• Some people do not seem to enjoy life Somepeopledonotseemtoenjoylife e
nough.Whatsortofthinkingshould suchpeopledo?Giveashortsequence such
people do? Give a short sequence offourhats.
• For each of the following situations Foreachofthefollowingsituations whi
chhatwouldyouusefirstofall: “Youareaccusedofbeingaliar.” f g
chhatwouldyouusefirstofall: “Youbreakyourrightarminanaccident.” y
g
chhatwouldyouusefirstofall: “Yourmotherisveryillandhastogoto y
g hospital.”
chhatwouldyouusefirstofall: “Youfindanenvelopewithalotofmoney f
p f y init.”
chhatwouldyouusefirstofall: “Youdiscoveryourfriendisathief.” y f f
chhatwouldyouusefirstofall: “Yougetofferedaverygoodjob.” g ff yg j
• A man buys a car from a friend, after Amanbuysacarfromafriend,after t
estingit.Butafteraweekthecarbreaks downandneedsexpensiverepairs.Th
ey down and needs expensive repairs They meettodiscusswhoshouldpayforthe
repairs.Setoutasequenceofhatsfor i S fh f thediscussion.
EXERCISE EXERCISE TIME: 30seconds 10/22/2008 DISCUSSION DISCUSSION TIME: Re
fer to Page 100 of “Teach Your Child How to Think” 2minutes EdwarddeBonoFou
ndationPakistan 287
10/22/2008
288
CONCLUSION
THANKYOU!

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