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 Six Thinking Hats From the work of Edward deBono.

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Presentation on theme: " Six Thinking Hats From the work of Edward deBono."— Presentation transcript:

1  Six Thinking Hats From the work of Edward deBono

2 Purpose  To process and discuss the ACR report utilizing parallel thinking via the six hats

3 What is parallel thinking? At any moment everyone is looking in the same direction.

4 The six hats widen our lens:  Six colors of hats for six types of thinking  Each hat identifies a type of thinking  Hats are directions of thinking  Hats help a group use parallel thinking  You can “put on” and “take off” a hat

5 Six colors…  White: neutral, objective  Red: emotional, passionate  Black: serious, somber  Yellow: sunny, positive  Green: growth, fertility  Blue: cool, sky above

6 …and six hats  White: objective facts & figures; data & information  Red: emotions, feelings, & intuitions  Black: cautious, careful, & critical judgment  Yellow: hope, positive & beneficial  Green: creativity, ideas & lateral thinking  Blue: process control & organization of thinking (thinking about thinking)

7 Wearing the hats  Direction, not description  Set out to think in a certain direction  “Let’s have some black hat thinking…”  Not categories of people  Not: “He’s a black hat thinker.”  Everyone can and should use all the hats  Not right v. wrong  Thinking through the issues from multiple points of view.  Surfacing potential gaps  Use in whole or in part

8 Benefits of Six Thinking Hats  Provides a common language  Experience & intelligence of each person (Diversity of thought)  Use more of our brains  Helps people work against type, preference  Removal of ego (reduce confrontation)  Save time  Focus (one thing at a time)  Create, evaluate & implement action plans

9 The Blue Hat  Thinking about thinking  Instructions for thinking  The organization of thinking  Control of the other hats  Discipline and focus

10 The Blue Hat Role  Control of thinking & the process  Begin & end session with blue hat  Facilitator, session leader’s role  Choreography  Open, sequence, close  Focus: what should we be thinking about  Asking the right questions  Defining & clarifying the problem  Setting the thinking tasks

11 Open with the blue hat…  why we are here  what we are thinking about  definition of the situation or problem  alternative definitions  what we want to achieve  where we want to end up  the background to the thinking  a plan for the sequence of hats

12 …and close with the blue hat  What we have achieved  Outcome  Conclusion  Design  Solution  Next steps

13 White Hat Thinking  Neutral, objective information  Facts & figures  Review existing information, search for gaps, analyze past trends  Questions:  What information do we have?  What information do we need?  What information is missing?  What questions do we need to ask?  Is it fact or belief? (checked facts v. believed facts)  Excludes opinions, hunches, judgments  Removes feelings & impressions

14 Red Hat Thinking  Emotions & feelings  Hunches, intuitions, impressions, gut instincts  Doesn’t have to be logical or consistent  No justifications, reasons or basis  Consider how other people will react emotionally

15 Red Hat Questions  What is your gut reaction to the ACR?  What is your opinion?  What do you like or not like?  What emotions are involved (fear, anger, hatred, suspicion, enthusiasm, joy)?

16 Yellow Hat Thinking  Positive & speculative  Positive thinking, optimism, opportunity  Benefits  Best-case scenarios  Exploration

17 Yellow Hat Questions  What ideas, suggestions, or proposals are there for how to navigate communication of and issues surrounding the ACR?  What is the value/benefit in how this ACR system has been designed?  What positives do you see?  What could be done to make this more effective?  Under what conditions will this work?  What is your vision for how this can move forward?

18 Green Hat Thinking  New ideas, concepts, perceptions  Deliberate creation of new ideas  Alternatives and more alternatives  New approaches to problems  Creative & lateral thinking

19 Green Hat Questions  Let’s think “outside the box.”  What are some fresh ideas or approaches?  This is the time for any wild or crazy or “far out” idea.  What are all of our alternatives?  How can we reshape a certain idea?  We’ve always done it this way; let’s “green hat” it … how else can we do it?

20 Black Hat Thinking  Cautious and careful  Logical negative – why it won’t work  Critical judgment, pessimistic view  Separates logical negative from emotional  Focus on errors, evidence, conclusions  Logical & truthful, but not necessarily fair

21 Black Hat Questions  What will happen if we take this action?  What can go wrong if we proceed with this idea or implement this suggestion?  What are the weaknesses that we need to overcome?  How does this fit with other work ongoing in the state and in districts?

22 Six hats summary Blue: control & organization of thinking White: objective facts & figures Red: emotions & feelings Yellow: hope, positive & speculative Green: creativity, ideas & lateral thinking Black: cautious & careful

23 Red Hat Questions  What is your gut reaction to the ACR?  What is your opinion?  What do you like or not like?  What emotions are involved (fear, anger, hatred, suspicion, enthusiasm, joy)?

24 Yellow Hat Questions  What ideas, suggestions, or proposals are there for how to navigate communication of and issues surrounding the ACR?  What is the value/benefit in how this ACR system has been designed?  What positives do you see?  What could be done to make this more effective?  Under what conditions will this work?  What is your vision for how this can move forward?

25 Group Process  Describe the group’s interactions.  What themes emerged from the conversation?

26 Additional Comments  What else will be important as we navigate the ACR?

27 Asking the right question  We can’t get the right answer if we ask the wrong question  Crucial blue hat skill  One technique: five whys


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