copyright 2000. the mcquaig group inc. 1 six thinking hats ® as a problem solving and directed...
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1Copyright 2000. The McQuaig Group Inc.
Six Thinking Hats®
As a Problem Solving and Directed thinking Tool
Presented by:
Suman Datta
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Benefits Of The Six Thinking Hat Framework
Parallel
Save Time
Improve Creativity & Communcation
Adversarial
Foster Collaboration
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The Originator
Dr. Edward de Bono
• M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar
• World-renowned consultant to business, governments, schools and industry
• Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools
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Results Around The World
• In use by many of the largest & most successful organizations worldwide
• Works well in different cultures
• Applies at all levels & across disciplines
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The Basics
• There are six different imaginary hats that you can put on or take off.
• Think of the “hats” as thinking icons.
• Each hat is a different color and represents a different type or mode of thinking.
• Members in the group all wear the same hat (do the same type of thinking) at the same time.
• When members change hats - they change their thinking.
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The White Hat
• The information seeking hat.
• What are the facts?• What information is
available? What is relevant?
• When wearing the white hat we are neutral in our thinking.
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White Hat Thinking
• Think of paper with information on it; paper coming out of a computer printer.
• Concerned with DATA and INFORMATION.
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White Hat Thinking
• What information do we have?
• What information do we need?
• What information would we like to have?
• How will we get the missing information?
• Concerned with INFORMATION matters.
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The Red Hat
• What do you feel about the suggestion?
• What are your gut reactions?
• What intuitions do you have?
• Don’t think too long or too hard.
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Red Hat Thinking
• Think of a cozy, warm, red fire.
• Concerned with FEELINGS and EMOTIONS.
• Put forward feelings, hunches, intuitions, emotions.
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Red Hat Thinking
• There is NO NEED to:• Apologize for the
feelings• Explain or justify the
feelings• Disguise the feelings
as logic
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Red Hat Thinking
• Feelings and intuition are valuable ingredients in discussion.
• Normally excluded as they are neither fact nor logic.
• Six hats gives them a valid place in exploring a subject.
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The Yellow Hat
• The sunshine hat.• It is positive and
constructive.• It is about
effectiveness and getting a job done.
• What are the benefits, the advantages?
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Yellow Hat Thinking
• Think of sunshine and optimism
• Represents the LOGICAL POSITIVE
• Benefits• Value• Feasibility
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Yellow Hat Thinking
• Concerned with Logical Positive
• There must be a sound reason for what is claimed.
• Must be optimistic, yet realistic
• Requires deliberate effort
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The Black Hat
• The caution hat.• In black hat the
thinker points out errors or pit-falls.
• What are the risks or dangers involved?
• Identifies difficulties and problems.
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Black Hat Thinking
• Think of officers in dark uniforms
• Concerned with CAUTION
• Stops us from doing things that are illegal, wrong or dangerous
• Represents LOGICAL NEGATIVE
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Black Hat Thinking
• Points out: dangers, weaknesses, faults, difficulties, problems.
• Why something may not work or be profitable.
• Without Black hat thinking, thinking could be unrealistic or lead to danger!
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• This is the creative mode of thinking.
• Green represents growth and movement.
• In green hat we look to new ideas and solutions.
• Lateral thinking wears a green hat.
The Green Hat
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Green Hat Thinking
• Think of vegetation, growth, natural energy, sprouting and branching.
• Represents CREATIVITY
• Makes time for deliberate creative effort
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Green Hat Thinking
• New ideas and further alternatives
• Modifications and variations in existing ideas
• Possibilities, even if remote
• Does NOT need to have a logical base!
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• The control hat, organising thinking itself.
• Sets the focus, calls for the use of other hats.
• Monitors and reflects on the thinking processes used.
• Blue is for planning.
The Blue Hat
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Blue Hat Thinking
• Think of blue sky or overview.
• Concerned with PROCESS CONTROL.
• Manages the thinking process.
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Blue Hat Thinking
• Defines the focus for thinking.
• Asks for summaries and conclusions.
• Sets the agenda for thinking.
• Offers comments on thinking that has taken place.
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Blue Hat Thinking
• Plans and controls the thinking.
• Is concerned with METACOGNITION (thinking about thinking).
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Six Thinking Hats
IntuitiveInformative
Constructive
Cautious
CreativeReflective
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Blue HatBlue HatManaging The Thinking
Setting The FocusMaking Summaries
Overviews ConclusionsAction Plans
Green HatGreen HatCreative Thinking
Possibilities Alternatives New Ideas New Concepts
Overcome Black Hat Problems & Reinforce Yellow Hat Values
Black HatBlack Hat
Why It May Not WorkCautions DangersProblems Faults Logical Reasons Must Be Given
Yellow HatYellow HatWhy It May Work
Values & Benefits(Both Known & Potential)
The Good In ItLogical Reasons Must Be Given
Red HatRed HatFeelings & Intuition
Emotions Or Hunches “At This Point”
No Reasons or JustificationKeep It Short
White HatWhite HatInformation & Data
Neutral & ObjectiveChecked & Believed Facts
Missing Information & Where To Source It
FOCUSFOCUS
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White HatWhite HatInformation & Data
Neutral & ObjectiveChecked & Believed Facts
Missing Information & Where To Source It
Red HatRed HatFeelings & Intuition
Emotions Or Hunches “At This Point”
No Reasons or JustificationKeep It Short
Black HatBlack Hat
Why It May Not WorkCautions DangersProblems Faults Logical Reasons Must Be Given
Yellow HatYellow HatWhy It May Work
Values & Benefits(Both Known & Potential)
The Good In ItLogical Reasons Must Be Given Green HatGreen Hat
Creative ThinkingPossibilities Alternatives New Ideas New Concepts
Overcome Black Hat Problems & Reinforce Yellow Hat Values
Blue HatBlue HatManaging The Thinking
Setting The FocusMaking Summaries
Overviews ConclusionsAction Plans
FOCUSFOCUS
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Mediator’s Role
• Define the focus of your thinking• Plan the sequence and timing of the thinking• Ask for changes in the thinking if needed• Handle requests from the group for changes
in the thinking• Contribute under each hat• Form periodic or final summaries of the
thinking for consideration by the team
x
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Member’s Role
• Follow the lead of the mediator
• Stick to the hat (type of thinking) that is in current use
• Try to work within the time limits
• Contribute honestly & fully under each of the hats