1. 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

2. 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.

3. System of Profound Knowledge
Deming 2000

4. Brainstorming
Principles Frameworks

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

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

7. 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

8. 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?

9. Six Thinking Hats
Edward de Bono

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

11. 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

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

13. 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?

14. 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?

15. 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.

16. 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.

17. 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?

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

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

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

21. 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.

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

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

24. References and further resources
de Bono, Edward, 1985, Six Thinking Hats: An Essential Approach to Business Management. Little, Brown, & Company