Sunday, 29 June 2014

[www.keralites.net] 6 Thinking Hats Technique for Innovation and Creativity

 

   The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively.

 

 
A summary by Sylvie Labelle
Early in the 1980s Dr. de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. Valuable judgmental thinking has its place in the system but is not allowed to dominate as in normal thinking. Dr. de Bono organized a network of authorized trainers to introduce the Six Thinking Hats. Advanced Practical Thinking (APTT), of Des Moines, Iowa USA, licenses the training in all parts of the world except Canada (and now, Europe). APTT organizes the trainers and supplies the only training materials written and authorized by Dr. de Bono.

Organizations such as Prudential Insurance, IBM, Federal Express, British Airways, Polaroid, Pepsico, DuPont, and Nippon Telephone and Telegraph, possibly the world's largest company, use Six Thinking Hats.

The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively.

The method promotes fuller input from more people. In de Bono's words it "separates ego from performance". Everyone is able to contribute to the exploration without denting egos as they are just using the yellow hat or whatever hat. The six hats system encourages performance rather than ego defense. People can contribute under any hat even though they initially support the opposite view.

The key point is that a hat is a direction to think rather than a label for thinking. The key theoretical reasons to use the Six Thinking Hats are to:
encourage Parallel Thinking
encourage full-spectrum thinking
separate ego from performance

The published book Six Thinking Hats (de Bono, 1985) is readily available and explains the system, although there have been some additions and changes to the execution of the method.

________________________________

The following is an excerpt from John Culvenor and Dennis Else Engineering Creative Design, 1995)

There are six metaphorical hats and the thinker can put on or take off one of these hats to indicate the type of thinking being used. This putting on and taking off is essential. The hats must never be used to categorize individuals, even though their behavior may seem to invite this. When done in group, everybody wear the same hat at the same time.

 1- White Hat thinking

This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means Let's drop the arguments and proposals, and look at the data base."

 2- Red Hat thinking

This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any ned to justify it. "Putting on my red hat, I think this is a terrible proposal." Ususally feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious.The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment.

 3- Black Hat thinking

This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The rior or negative hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical.

 4- Yellow Hat thinking

This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened.

 5- Green Hat thinking

This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes.

6-Blue Hat thinking

This is the overview or process control hat. It looks not at the subject itself but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some more green hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition.
 
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Posted by: Junaid Tahir <mjunaidtahir@gmail.com>
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[www.keralites.net] 4 Secrets To Get Along With Difficult People

 

    We all have difficult people in our lives. You know—the ones you dread talking to; the ones you try to avoid at all costs. They may be your ex-spouse, a co-worker, or a family member; they may be a bully, a control freak, passive-aggressive or someone who loves to play the role of victim.

So, how do we deal with these people? How can we work together productively, whether in a parenting, a working, or a family relationship?
Here are a few secrets to being able to keep your cool when dealing with that difficult person in your life:
 

1. Know Your Triggers

Self-knowledge is powerful.
We all have subjects and idiosyncrasies that push our buttons, and I can almost guarantee that the difficult person in your life knows what those are—but do you? Spend some time exploring what really ticks you off. Is it when somebody talks about politics, money, or your family?
Once you have your list of those trigger buttons, you are ready to arm yourself.
Create a plan. What will you do when the conversation steers dangerously close to one of your buttons?
You can practice deep breathing, take a short time-out, walk away from the conversation, or any combination of the three. Whatever allows you to center yourself and regain your focus on the purpose of the conversation will work.
 

2. The STOP Phrases
If you are having a conversation with a difficult person and you just want it to end, these phrases seem to do the trick (or at least take the wind out of the other person's sails).
"Sorry you feel that way."
"That's your opinion."
"Oh."
"Perhaps you're right."
If you just repeat these phrases over and over during the conversation, eventually the other person will give up trying to get you to join the argument.

 
3. Resist the Temptation to get Sucked In
Difficult people want to engage you: don't fall for that trap. Listen to what you're saying: are you trying to justify, argue, defend, or explain your position? If you are, stop. If you don't, the conversation will just continue to go around in circles. You will never change the mind of a difficult person—otherwise you probably wouldn't be seeing them as "difficult."
 

4. The Big One

While the 3 secrets above can help you to avoid or get out of an uncomfortable conversation with a difficult person, there is one secret that can truly change your relationship with that person in your life: that secret is, that they are human, and are dealing with their own issues and their own crap that they're bringing to the table.
Their difficult behaviors are benefiting them in some way that helps them deal with those issues, and most of the time their behavior has nothing to do with you.

A person might feel more secure when they are bullying someone or controlling others, or they might feel a sense of importance when they're getting a lot of attention—even negative attention. They might try to gain a sense of belonging by playing the victim and getting others to help them, or someone who's inflicting hurt and provoking hostility might be trying to protect his own sense of identity.

If we take the time to figure out what unconscious beliefs may be behind someone's difficult behavior, we may be able to change our interaction with them and improve our relationship. Once you figure out what may be driving their behavior, you can begin to try different ways to help them get their emotional needs met without resorting to that behavior any longer.
The main idea here is to tap into your empathy pool and realize that the person you see as the bane of your existence is just another human being trying to get along as best they can.


 

Junaid Tahir 
www.DailyTenMinutes.com

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[www.keralites.net] Ramadan Mubarak

 

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