1 Six Thinking Hats ® A Framework For Parallel Thinking In Teams

2 Today’s Purpose Review the key points on the participant online overview Practice using the parallel thinking framework Answer questions Review applications

3 Key Reminders The online overview is a general introduction to prepare you to participate The online overview is a general introduction to prepare you to participate It is not a training course in leading the use of the framework It is not a training course in leading the use of the framework Use the Six Hat framework under the direction of your trained Six Thinking Hat facilitator (full 1 day course) Use the Six Hat framework under the direction of your trained Six Thinking Hat facilitator (full 1 day course)

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

5 The Originator Dr. Edward de Bono M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar World-renowned consultant to business, governments, schools and industry World-renowned consultant to business, governments, schools and industry Author of 62 books in 35 languages Author of 62 books in 35 languages Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools

6 The Need To Improve Three main problems with our current methods of thinking in teams? Differing Perceptions Differing Perceptions Complexity Complexity Adversarial Approach Adversarial Approach

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9 Benefits Of The Six Thinking Hat Framework Parallel Parallel Adversarial Save Time Improve Exploration Improve Creativity & Innovation Foster Collaborative Thinking Move from Problem Solving to Opportunity Identification

10 “Ninety Percent of all thinking mistakes by adults are mistakes in perception, not mistakes in logic.” Dr. Edward de Bono

11 Basics To Participate Six different imaginary hats to put on or off. 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.

12 White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It FOCUS

13 Red Hat Feelings & Intuition Emotions Or Hunches “At This Point” No Reasons or Justification Keep It Short FOCUS

14 Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given FOCUS

15 Cautions  Dangers Problems  Faults Logical Reasons Must Be Given FOCUS

16 Green Hat Creative Thinking Possibilities  Alternatives New Ideas  New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values FOCUS

17 Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action Plans FOCUS

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

19 Your Facilitator’s Role Define the focus of your thinking Define the focus of your thinking Plan the sequence and timing of the thinking Plan the sequence and timing of the thinking Ask for changes in the thinking, if needed Ask for changes in the thinking, if needed Handle requests from group for changes in thinking Handle requests from group for changes in thinking Form periodic or final summaries of the thinking for consideration by the team Form periodic or final summaries of the thinking for consideration by the team x

20 Your Role Follow the lead of your trained facilitator Follow the lead of your trained facilitator Stick to the hat (type of thinking) that is in current use Stick to the hat (type of thinking) that is in current use Try to work within the time limits Try to work within the time limits Contribute honestly & fully under each hat Contribute honestly & fully under each hat

21 Sequence Use & Single Use Sequence Use - The Blue Hat leader designs a sequence for the team to follow, but may make adjustments as needed (without this method, we would be only Red or Black ) Sequence Use - The Blue Hat leader designs a sequence for the team to follow, but may make adjustments as needed (without this method, we would be only Red or Black ) Single Use - The Blue Hat leader may ask for the use of a single hat at a time as needed Single Use - The Blue Hat leader may ask for the use of a single hat at a time as needed (it helps when you know you won’t get argued; All agree to say same thing, help each other.) (it helps when you know you won’t get argued; All agree to say same thing, help each other.)

22 “The important thing is to not stop questioning.” “The important thing is to not stop questioning.” Albert Einstein Albert Einstein

23 Example Exercise Recently a public zoo began experimenting with a new feeding method for many of the carnivorous animals in the facility. Instead of giving them simply meat at feeding times, they released live prey into their large "natural setting" type enclosures. In some cases an overabundance of other small mammals in the zoo provided an on site food source. The regular feeding times were not altered. This experiment has caught the attention of several zoos in North America. Discuss this idea and see if you think it would work here in the United States?

24 Example Exercise Imagine that this proposal has been made Imagine that this proposal has been made 1. Blue - 1/2 min. 5. Green - 1 1/2 min. 1. Blue - 1/2 min. 5. Green - 1 1/2 min. 2. White - 1 min. 6. Red - 3/4 min. 3.Yellow - 1 1/2 min. 7. Blue - 1 min. 4. Black - 1 1/2 min. 4. Black - 1 1/2 min. It’s a good idea to do another (Yellow + Black) after getting some ideas.

25 A "straw-man proposal" is a simple draft proposal intended to generate discussion of its disadvantages and to provoke the generation of new, better, proposals. As the document is revised, it may be given other edition names

26 There is no such thing as “Objective Discussion”, we all have opinions that we start with and using the data we are trying to build a Case for it. Normally the Problem is: People will finally agree on something that they were not bought in. 6-Hats is a framework for Thinking/Exploring in teams that … 6-Hats is a framework for Thinking/Exploring in teams that … Reduces argument / Drift Reduces argument / Drift Rapid Perception Sharing Rapid Perception Sharing Promotes idea generation (safe time &place) Promotes idea generation (safe time &place) Reduces time Reduces time Better Results Better Results

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