Scottish Improvement Skills

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Presentation transcript:

Scottish Improvement Skills Creative thinking: Six Thinking Hats SIS: Group B Project Aims, Theories of Change, Change Ideas: Module – Creative thinking: Six thinking hats: Participant

Creative thinking: Six Thinking Hats By the end of this session you will be able to: demonstrate how to use Six Thinking Hats to generate, capture and use others’ ideas and apply them to improvement work apply the principles of Six Thinking Hats to identify potential ideas for change in your system.

System of Profound Knowledge Deming 2000

Brainstorming Principles Frameworks

Forcefield Analysis Forces for change Forces against change Present state Desired state Forces for change Forces against change Lewin 1943/1997

Human factors: components Who When Environment Activity People What Where How Why

Brainstorming change ideas from a driver diagram Aim Aim statement: A general description of the desired improvement. (what, how much, by when) A network of factors that drive the outcome/ aim Primary Drivers Secondary factors which will influence delivery of the primary drivers Secondary Drivers Change idea The changes or proposed interventions that can be tested out to achieve the secondary drivers

Brainstorming frameworks: which have you used? Forcefield analysis Human Factors Driver diagrams How did it/they help your team develop your theory of knowledge about your project? How would you use it/them differently next time?

Six Thinking Hats Edward de Bono

Six Thinking Hats Information Creativity Organising the thinking The sceptical view Feelings The optimistic view

Placing a patient or family member on your improvement project team Control hat Organises the thinking Sets the focus and agenda Summarises and concludes Ensures that the rules are observed

Six Thinking Hats Focus: Placing a service user on your improvement project team

Placing a patient or family member on your improvement project team What do we know? What do we need to know? How can we get this information?

Placing a patient or family member on your improvement project team What are my feelings right now? What does my intuition tell me? What is my gut reaction?

Placing a patient or family member on your improvement project team What are the benefits? What are the positives? What is the value here? Give reasons.

Placing a patient or family member on your improvement project team What are the challenges – both existing and potential? Why won’t it work? What do we have to be cautious about? What are the risks? Give reasons.

Placing a patient or family member on your improvement project team Are there other ways to do this? What else could we do here? What are the possibilities? What will overcome our black hat concerns?

Six Thinking Hats Focus: Placing a service user on your improvement project team

Six Thinking Hats Information Creativity Organising the thinking The sceptical view Feelings The optimistic view

Six Thinking Hats Which two hats dominate the thinking in your: team department? organisation? What impact does this have on its effectiveness?

Which hat? An idea is perceived negatively Everyone is over-enthusiastic about an idea There is no meeting agenda Staff are upset about a change in ways of working The same old ideas keep coming up.

Six Thinking Hats: Benefits Separates out thinking Explores ideas in parallel Signals switches in thinking process Allows specific time for creativity

Creative thinking: Six Thinking Hats Placing a service user on your improvement project team

References and further resources de Bono, Edward, 1985, Six Thinking Hats: An Essential Approach to Business Management. Little, Brown, & Company http://www.debonogroup.com/edward_debono.php http://www.debonoconsulting.com/