2. C Jalasayanan 1 Six Thinking Hats As a Management Tool Presented by: C Jalasayanan Jalasayanan@lycos.co.uk

3. C Jalasayanan 2 Benefits Of The Six Thinking Hat Framework Parallel Improve Exploration Save Time Improve Creativity & Innovation Adversarial Foster Collaborative Thinking

4. C Jalasayanan 3 The Originator Dr. Edward de Bono M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar World-renowned consultant to business, governments, schools and industry Author of 62 books in 40 languages Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools

5. C Jalasayanan 4 Results Around The World Since 1993 over 200,000 trained In use by many of the largest & most successful organizations worldwide Works well in different cultures Applies at all levels & across disciplines

6. C Jalasayanan 5 Thinking- Ultimate Human Resource We can always improve our thinking skills. Confused thinking arises from trying to do too much at once. We should emphasize what can be, not what is.

7. C Jalasayanan 6 Why Change Thinking Behavior Information technology is better than ever Our everyday thinking has not changed in centuries Traditional thinking methods –Don’t make use of available intelligence –Are slow and ineffective –Permit the ego to wreck objective thinking –Dominated by concepts of “argument” and “critical thinking”

8. C Jalasayanan 7 Argument is Inadequate Only one tool of thinking Lacks –constructive energies –design energies –creative energies

9. C Jalasayanan 8 Three Philosophers Socrates: Focused on the Negative Plato: See Shadows of the Truth Aristotle: Concerned with What Is - Analysis, Judgment, Argument

10. C Jalasayanan 9 Samurai Assessment – Basic Concept Miyamoto Musashi (1584 – 1645) A book of five rings

11. C Jalasayanan 10 Samurai Assessment – Basic Concept The Black Samurai = Critics and Negative (Wind) The Blue Samurai=Insights and Change (Water) The Green Samurai= Basics and Objectives (Ground) The Red Samurai= Change and Environment (Fire) The White Samurai=Development and new horizon (Ether)

12. C Jalasayanan 11 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. We all wear the same hat (do the same type of thinking) at the same time. When we change hats - we change our thinking.

13. C Jalasayanan 12 Six Hats

14. C Jalasayanan 13 White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It Red Hat Feelings & Intuition Emotions Or Hunches “At This Point” No Reasons or Justification Keep It Short Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Green Hat Creative Thinking Possibilities  Alternatives New Ideas  New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action PlansFOCUS

15. C Jalasayanan 14 Why Six Thinking Hats Role-playing - avoid, ego defense Attention directing - instead of being reactive Convenience - able to switch gears & ask Play acting leads to you becoming a thinker

16. C Jalasayanan 15 Why Six Thinking Hats Rules of the game of thinking –Mapmaking versus Right or Wrong Simpler, one style of thinking at a time Ability and method of changing style or mode

17. C Jalasayanan 16 Overview Red Hat - Emotions & Feelings White Hat - The Facts Black Hat - Negative Aspects Yellow Hat - Positive Aspects Green Hat - Creative Thinking Blue Hat - Control & Process Thinking

18. C Jalasayanan 17 Red Hat Red suggests anger (seeing red), rage and emotions and feelings. The red hat gives the emotional view Hunches and intuitions No justifications Avoid mixing emotions with the facts Feelings become visible Allows place for fear & concern for safety

19. C Jalasayanan 18 White Hat White hat neutral and objective Concerned with objective facts & figures Virgin white, pure facts - information Do not offer interpretation or opinions First class facts - proven known to be true Second class facts - believed to be true Discipline & direction Who, What, Why, Where, When & How?

20. C Jalasayanan 19 Black Hat Black hat is gloomy and negative. Black hat covers the negative aspects - why it cannot be done. Devil’s advocate Negative judgment - why it will not work Point out what is wrong, incorrect, in error Point out risks and dangers & faults in design It is never argument & not negative feelings

21. C Jalasayanan 20 Yellow Hat Yellow is sunny and positive The yellow hat is optimistic and covers hope and positive thinking, sees the benefits Brightness, constructive sees opportunity Concerned with positive assessment Spectrum: Logical & Practical through’ Dreams & Visions Focus on effectiveness

22. C Jalasayanan 21 Green Hat Green is for grass, vegetation and abundant fertile growth. Green hat indicates creativity and new ideas Fertile thinking, plants springing from seeds Movement and provocation (PO) Search for alternatives, go beyond known, the obvious and the satisfactory Movement replaces judgment Generate new concepts and perceptions

23. C Jalasayanan 22 Logic of Creativity Logic of creativity = Logic of self organizing patterning systems Self organizing information systems –Make Use of Patterns

24. C Jalasayanan 23 Theory Behind Creativity Essence of creativity Humor Significant behavior of the brain Perception Setup in one way and suddenly reconfigured

25. C Jalasayanan 24 A developed pattern of the brain - perception Data The Brain - Recognizes Patterns in Information

26. C Jalasayanan 25 Blue Hat Blue is cool, the colour of the sky, above everything else (+ Positive revolution) The blue hat is about control and organisation of the thinking process & the use of other hats Blue hat thinker like the conductor Anyone can invoke blue hat thinking Blue hat sets the focus, defines the problem Includes summaries, overviews & conclusions Monitor the rules of the game

27. C Jalasayanan 26 Reflective Creative Cautious Intuitive InformativeConstructive Informative In Nutshell

28. C Jalasayanan 27 Facilitator’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 Form periodic or final summaries of the thinking for consideration by the team x

29. C Jalasayanan 28 Use Preset Sequence Discipline Timing Guidelines

30. C Jalasayanan 29 Two Main Purposes Simplifies thinking by having to deal with one thing at a time. Allows a switch in thinking without threatening ego

31. C Jalasayanan 30 Participant’s Role Follow the lead of trained Six Thinking Hats facilitator 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

32. C Jalasayanan 31 Brainstorming Objectives Describe the objective(s) of the exercise –New product or service ideas? –New feature ideas? –Feature/Product naming? –Promotion ideas? –New process for doing something? Define top requirements or restrictions

33. C Jalasayanan 32 Rules No idea is a bad idea Be creative Take risks No criticism allowed

34. C Jalasayanan 33 Summarize Review ideas Vote on top candidates and consolidate Check requirements and restrictions Trim list to top 5-10 ideas

35. C Jalasayanan 34 Next Steps Describe what happens next –Research the ideas generated? –Follow up with larger group? Generate action items for follow up –Start turning ideas into reality

36. C Jalasayanan 35 Remember These EFFECTIVENESS BE CONSTRUCTIVE GIVE RESPECT SELF-IMPROVEMENT FULL CONTRIBUTION

37. C Jalasayanan 36 Fixed Sequences BlueWhiteGreenYellowBlackRed Define the problem Look at available information Generate possible solutions Check feasibilty of each solution Assess weakness ess of each solution Decide how you feel about the solutions

38. C Jalasayanan 37 Blue White Green Yellow Black White Blue Define the problem Look at available information Generate possible solutions Check feasibility of each solution Assess weakness of each solution Match between solutions/info. Are the solutions feasible based on the information we have? Choice of the final solution and next step. Problem Solving

39. C Jalasayanan 38 Creative Effort Blue White Green Yellow Black Blue Green Red Clarify creative need Look at/into the subject Generate ideas Find the benefits of the ideas Identify the faults in the ideas Remove the faults Decide how we feel about the idea Summarise the exploration

40. C Jalasayanan 39 Alternative Sequencing Red Hat - Beginning When there are strong emotions and feelings - gets them out on the table When a subject has been around a long time - there will be feelings If a subject is controversial Dangers of red hat first: –Boss present and expresses feelings –Certain cultures

41. C Jalasayanan 40 Alternative Sequencing White Hat - Beginning When the subject is new to anyone Subject is neutral - no fixed views Where purpose is exploration of subject

42. C Jalasayanan 41 Alternative Sequencing Yellow Hat – Beginning When decisions or judgment to be made More difficult to be positive after you have been negative

43. C Jalasayanan 42 Alternative Sequencing Black Hat - Not first This is the habit of traditional thinking Does not give an idea the chance to show its value

44. C Jalasayanan 43 Alternative Sequencing Green Hat - Not first Need white hat - lay out situation Green hat can then be used to develop alternatives and ideas

45. C Jalasayanan 44 Alternative Sequencing Blue Hat - simplest ending Summarize - review - make decision Determine next steps May end the sequence –Or use black or red hat and come back to blue

46. C Jalasayanan 45 Alternative Sequencing Black Hat - ending Towards the end for final assessment Gives confidence to generate bold ideas Points out difficulties Should be objective as possible

47. C Jalasayanan 46 Alternative Sequencing Red Hat - ending Use after decision for emotional reactionUse after decision for emotional reaction When alternatives are evenly balancedWhen alternatives are evenly balanced When there is insufficient informationWhen there is insufficient information

48. C Jalasayanan 47 For Further Course C Jalasayanan 8, New No 35, 19 th Avenue Banu Nagar, Ambattur, Chennai – 600 053 Ph: 044 2686 3783 Mo: 0 92831 06854 Jalasayanan@lycos.co.uk Jalasayanan@hotpop.com