1. Traditional Thinking

2. Describe you current style of thinking ___________________________

3. Describe you current style of thinking - example Logical and analytical Somewhat creative Like to talk things out Bounce ideas off people

4. What are your thinking strengths? ___________________________

5. What are your thinking strengths? - example Good problem solver Good team worker Fun thinker

6. What are your thinking weaknesses? ___________________________

7. What are your thinking weaknesses? - example Not very lateral Not good at being critical Not good at overviews Sometimes miss big picture of sequencing

8. How is it working for you? ___________________________

9. How is it working for you? - example Fine at the moment Always room for improvement Often miss the obvious

10. Where do you do your best thinking? ___________________________

11. Where do you do your best thinking? - example In the shower In my dreams

12. In your group, do some thinking around Pick any two of the following to focus on; Banning high fat foods Everyone wears a lie detector Pavement Proficiency licence All cars painted yellow Banning vehicles from the city centre Marriage renewed every five years Everyone is entitled to one-year sabbatical

13. In your group, do some thinking around Write down where you focused your thinking ___________________________

14. Now individually Write down any observations you have regarding the thinking behaviours of the group. ___________________________

15. The Six Thinking Hats

16. Edward de Bono Edward de Bono has written 65 books with translations in 37 languages. He has been invited to work in 52 countries.He was born in Malta and graduated from the University of Malta. He proceeded as a Rhodes Scholar to Oxford and has held appointments at the Universities of Oxford, Cambridge, London and Harvard. Dr de Bono is the originator of the term 'lateral thinking' which now has an official entry in the Oxford English Dictionary. He is regarded as the leading international authority in conceptual and creative thinking, and also the direct teaching of thinking as a skill.

17. Thinking is a skill, that is all about using what you’ve got

18. An excellent driver will get great performance, even out of a banger.

19. Thinking is a skill, that is all about using what you’ve got An excellent driver will get great performance, even out of a banger. A poor driver won’t get a good perfomance out of a great car.

20. Thinking is a skill, that is all about using what you’ve got A person of average intelligence with good thinking skills can be very creative. A very intelligent person with bad thinking skills won’t be creative.

21. The Six Thinking Hats

22. Traditional Meeting

23. Parallel Thinking

28. The Six Thinking Hats Each ‘hat’ represents a perspective or way of thinking They are metaphorical hats that a thinker can put on or take off to indicate the type of thinking they are using

29. The Six Thinking Hats In a group we can ask members to ‘put on’ different hats in a sequence to aid the problem solving process This can help overcome the problem of each group member adopting random positions at random times

30. The Six Thinking Hats It also permits us to control people who insist of sticking to one perspective - we can ask them to assume a different hat Many major international organisations use this technique for problem solving

31. The Six Thinking Hats FOCUS Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans

32. The Six Thinking Hats FOCUS Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans Why it may not work Cautions * Dangers Problems * Faults Logical reasons must be given

33. The Six Thinking Hats FOCUS Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans Why it may not work Cautions * Dangers Problems * Faults Logical reasons must be given Feelings and Intuition Emotions and hunches No reasons or justifications “At this point” Keep it short

34. The Six Thinking Hats FOCUS Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans Why it may not work Cautions * Dangers Problems * Faults Logical reasons must be given Creative Thinking Possibilities * Alternatives New Ideas * New Thinking Overcome black hat issues Reinforce yellow hat issues Feelings and Intuition Emotions and hunches No reasons or justifications “At this point” Keep it short

35. The Six Thinking Hats FOCUS Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans Why it may not work Cautions * Dangers Problems * Faults Logical reasons must be given Why it may work Values * Benefits (both known and potential) Logical reasons must be given Creative Thinking Possibilities * Alternatives New Ideas * New Thinking Overcome black hat issues Reinforce yellow hat issues Feelings and Intuition Emotions and hunches No reasons or justifications “At this point” Keep it short

36. The Six Thinking Hats FOCUS Information & Data Neutral and objective Checked and believed facts Missing information & Where to source it Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans Why it may not work Cautions * Dangers Problems * Faults Logical reasons must be given Why it may work Values * Benefits (both known and potential) Logical reasons must be given Creative Thinking Possibilities * Alternatives New Ideas * New Thinking Overcome black hat issues Reinforce yellow hat issues Feelings and Intuition Emotions and hunches No reasons or justifications “At this point” Keep it short

37. The Six Thinking Hats FOCUS Information & Data Who, what, when, where? What do you know about? What are the facts about? What do you need to know? Where do you locate this? Managing the Thinking How do we sequence the events Explain? Summarize. What is your conclusion? What next? Action plan? What is the main idea? Why it may not work What are the risks of? Why won’t/didn’t this work? What were the difficulties of? What are the consequences of? What should you be cautious about? Why it may work What are the benefits? What is good about? What is a positive outcomes? What is the value? Can this be made to work? Creative Thinking What if? What is good about? What else can we do? What is the value of? How can we make this work? What are the alternatives? Feelings and Intuition What does your intuition tell you? Did your feelings change? How? What prejudices are present? What are you feeling now? What is your hunch about?

38. The Six Thinking Hats We tend to use all of the Six Hats on a daily basis, but people tend to have default hats that they use more often.

39. The Six Thinking Hats Which two hats do you feel more comfortable using? Hat 1: __________________ Hat 2: __________________

40. The Six Thinking Hats Which two hats do you feel dominate in your team/organisation? Hat 1: __________________ Hat 2: __________________

41. The Six Thinking Hats What impact does that have on your team’s effectiveness? _____________________________

42. The Six Thinking Hats in Detail

43. The Blue Hat

44. FACILITATOR ROLE The role of the facilitator Focuses and refocuses thinking Makes calls for the group to make decisions

45. The Blue Hat Questions  How do we sequence the events  Explain? Summarize.  What is your conclusion?  What next? Action plan?  What is the main idea?  What was the problem? How was it solved?

46. The Blue Hat Describe a typical meeting _____________________________

47. The Blue Hat Which of your meetings would benefit from the Six Thinking Hats framework? _____________________________

48. The Blue Hat TECHNIQUE: Choose the right hat or tool TIME: Set limits and work within them FOCUS: Decide on what you what to think about

49. The Blue Hat CREATIVE HIT LIST  List three areas where you need new ideas  Try not to think about problems  Look for opportunities  Develop a focus statement for each starting with “how to …”  Focus 1: _______________________  Focus 2: _______________________  Focus 3: _______________________

50. The White Hat

51. FACTS AND LOGIC Separates fact from speculation Specifies action needed to fill gaps Assesses the relevance and accuracy of information

52. The White Hat Questions  Who, what, when, where?  What do you know about?  What are the facts about?  What do you need or want to know about?  Where might you go to find out about?

53. The White Hat In White Hat mode, think about one of the following …  Focus 1: Traffic Congestion  Focus 2: Noise Pollution  Focus 3: Human Nutrition There are questions on the next four slides to help you focus on the white hat

54. The White Hat What do we know? _____________________________

55. The White Hat What do we need to know? _____________________________

56. The White Hat Where are we going to get the information we need to know? _____________________________

57. The White Hat What OPVs should we consider? Who are these people and what are their views? _____________________________

58. The Red Hat

59. EMOTIONS AND FEELINGS Gives permission to express feelings, hunches and intuitions Can be used to help make a decision Does not require justification or explanation Limited to 30 seconds or less Best expressed in a word or two

60. The Red Hat Questions  What are you feeling now?  Did your feelings change? How?  What prejudices are present?  What is your hunch about?  What does your intuition tell you?  Which way do you like based on your feelings?

61. The Red Hat How do you currently manage your feelings? _____________________________

62. The Red Hat How are emotions dealt with on your team? _____________________________

63. The Red Hat How do you feel about?  Flexitime at work _______  Legalizing marijuana _______  Bungee jumping team exercise _______  Mandatory retirement at 55 _______  Eliminating titles at work _______  Banning smoking everywhere _______  Cloning humans _______

64. The Red Hat Sorting ideas using the red hat  What ideas are most interesting to me?  What ideas have most potential?  What ideas do I thinking are boldest?

65. The Red Hat Group using the ABC Sorting technique  A: Which ideas could we ACT on right now?  B: What ideas are BEGINNING ideas?  C: What ideas are CONCEPTS (broad ideas)?

66. The Yellow Hat

67. LOGICAL POSITIVES Explores the benefits of an idea Must give reasons why an idea is valuable or might work Reinforces creative ideas and new directions

68. The Yellow Hat Questions  What are the benefits?  What is good about?  What is a positive outcomes?  What is the value?  Can this be made to work? Explain.  What did you like about?

69. The Yellow Hat What are the benefits of?  Focus 1: Birthdays only when deserved  Focus 2: Weekly 24hr broadcasting ban  Focus 3: Unreliable friend  Focus 4: Black toothpaste

70. The Black Hat

71. LOGICAL NEGATIVES Explores why an idea may not work Must give logical reasons for concerns Points out difficulties

72. The Black Hat Questions  What should you be cautious about?  What are the consequences of?  What were the difficulties of?  Why won’t/didn’t this work?  What did you dislike about?  What are the risks of?

73. The Black Hat Is there someone you work with who tends to overuse black hat thinking? What is the impact? _____________________________

74. The Black Hat What are the downsides, both existing and potential of?  Focus 1: World-wide smoking ban  Focus 2: Identity card schemes  Focus 3: Making poverty history  Focus 4: Electronic tagging for everyone

75. The Green Hat

76. CREATIVTITY AND IMAGINATION Encourages a search for new ideas Seeks to modify and removes faults from existing ideas Makes time for creative effort

77. The Green Hat Questions  What if?  What is good about?  What is the value of?  How can we make this work?  What are the alternatives?  What else can we do?

78. The Green Hat What is holding your team back from being creative? (Creative Barriers) ____________________________

79. The Green Hat Thinking of other uses for: Balloon Golf Tee ___________________ Toothbrush Paperclip ___________________

80. The Green Hat Thinking of other uses for: Balloon Golf Tee ____Shower Cap_____ _____Toothpick_____ _____Traffic Sign_____ _____paper Holder___ _____Scarecrow______ ___________________ Toothbrush Paperclip ____Silver Cleaner____ ___Popping discs_____ ____Paint Cleaner_____ _____Jewellery______ ___________________

81. The Green Hat The Three Ps  Positive: Every idea is potentially valuable, record all  Prolific: The more ideas the better, build ideas on each other  Playful: It is easier to tame a wild idea, than make a boring idea interesting

82. The Green Hat Generate Ideas on Focus 1: Reducing traffic congestion Focus 2: Increasing leisure time

83. The Six Thinking Hats Which hat is? “Retooling will take a minimum of six months” “I am unhappy with the merger” “Our product is the most expensive on the market” “It will increase our profile in the community” “Low staff morale is causing high attrition” “The meeting seems to be drifting” “Joe told me he was worried about a staff issue” “We tried that and the staff are not supportive” “It would be easy to implement a new logo” “We could offer two for the price of one “I am concerned about staff morale “Are we ready to commit to a decision?”

84. The Six Thinking Hats Which hat is? – my ideas “Retooling will take a minimum of six months” “I am unhappy with the merger” “Our product is the most expensive on the market” “It will increase our profile in the community” “Low staff morale is causing high attrition” “The meeting seems to be drifting” “Joe told me he was worried about a staff issue” “We tried that and the staff are not supportive” “It would be easy to implement a new logo” “We could offer two for the price of one “I am concerned about staff morale “Are we ready to commit to a decision?”

85. The Six Thinking Hats FOCUS Information & Data Neutral and objective Checked and believed facts Missing information & Where to source it Managing the Thinking Setting the focus Making summaries Overviews & conclusions Action Plans Why it may not work Cautions * Dangers Problems * Faults Logical reasons must be given Why it may work Values * Benefits (both known and potential) Logical reasons must be given Creative Thinking Possibilities * Alternatives New Ideas * New Thinking Overcome black hat issues Reinforce yellow hat issues Feelings and Intuition Emotions and hunches No reasons or justifications “At this point” Keep it short