better thinking for better meetings - talent.wisc.edu parker six... · six thinking hats . . . by...

Six Thinking Hats . . . By Edward de Bono

Better Thinking

For Better

Meetings Intelligence is potential, thinking is a skill

Roe Parker Senior Training Officer Communities of Practice


Today's Agenda

• Meetings, Thinking, & Communication • Six Thinking Hats

– Overview – Hat Profiles – Use of Hats – Case Example

• Wrap Up


Meetings Unspoken Assumptions 1. Hierarchy & status limit dialogue, openness, &

ideas 2. Advocacy culture limits dialog, openness &

ideas 3. Structure of agenda affects dialogue 4. Facts are selectively used (reinforcing point of view)

5. Thinking involves taking too may different paths at one time - Emotions, Information, Logic, Creativity


What About Communication?


What About Your Thinking?

• My thinking is good! • Nothing more can be done

about my thinking! • Improving my thinking is

complicated and boring!

The quality of our thinking will determine the quality of our future! Edward de Bono


CONFUSION & COMPLEXITY in dialog are the biggest enemies of good thinking

A. We attempt too many thinking modes at the same time.

B. We look for INFORMATION C. We are affected by FEELINGS D. We seek new IDEAS and OPTIONS E. We have to be CAUTIOUS F. We want to find BENEFITS

Tossing too many balls in the dialog at a time!

Presenter

Presentation Notes

Juggling too many balls at a time is rather difficult. Tossing one ball at a time is much easier


Traditional Habit of Thinking = Argument

Truth Limits Constructive

Talk

Little Creative & Constructive

Energy


• Advocacy • Inquiry

Two Paths

1. Advocacy Opinion Thinking (Or)

2. Inquiry Parallel Thinking (And)


Traditional Approach "Conversation" is often where ideas clash (Win/Lose)

In an argument often both sides are right, but looking at different aspects of the situation.

Each side seeks to prove (criticize) that the other side is wrong.

It lacks a constructive, creative or design element

Argument or Adversarial Thinking a b

Presenter

Presentation Notes

Argument or Adversarial Thinking:- In Argument or adversarial thinking each side takes a different position and then seeks to attack the other side. Each side seeks to prove that the other side is wrong. This is the type of thinking established by the Greek Gang of Three (Socrates, Plato and Aristotle) two thousand four hundred years ago. Adversarial thinking completely lacks a constructive, creative or design element. It was intended only to discover the 'truth' not to build anything. In family arguments, in business discussions,. courts, and in governing assemblies are widely use this thinking.


Culture of Advocacy

• Western Approach: Advocacy Over Inquiry

• To Advocate Is To Be Right • Advocacy Is Connected to

Ego • Trained in Advocacy &

Criticism The Fifth Discipline Field Book, Rick Ross, Charlotte Roberts, et al.


4589 4329 1278 2142 9870 3412

4589 4329 1278 2142 9870 3412 It is easy!


Solution: Parallel* Thinking At any moment everyone is looking in the same direction. Directions can be changed - but everyone changes at the same

time. It is co-operative , co-ordinate, constructive thinking. A simple and practical way of carrying out ‘Parallel Thinking' is

the Six Thinking Hats method.

b a b

a

*Parallel Thinking = Lateral Thinking

Presenter

Presentation Notes

Parallel Thinking:- In Parallel thinking' both sides or all parties are thinking in parallel in the same direction. There is co-operative and co-ordinate thinking. The direction itself can be changed in order to give a full scan of the situation. But at every moment each thinker is thinking in parallel with all the other thinkers. There does not have to be agreement. Statements or thoughts which are indeed contradictory are not argued out but laid down in parallel. In the final stage the way forward is 'designed' from the parallel thought that have been laid out. The Six Thinking Hats method is a practical way of carrying out Parallel Thinking.


Put On Your Thinking Cap!


Six Thinking Hats is a flexible

and easy-to-use thinking process


Key Idea: Everyone thinks in the same direction at any given point Directions can be changed – but everyone changes direction at the same time!


Thinking Hats encourage Parallel Thinking, where

everyone explores all sides of an issue at the

same time


Advantages of Parallel Thinking Parallel Thinking is:

A tool to organize thinking for individuals & groups

Unbundled, constructive, creative thinking

Defeats groupthink; cooperatively explore ideas

Separates ego (my idea) from discussion

Provides switching modes

Increases awareness of different modes of thinking

Presenter

Presentation Notes

The Six Thinking Hats method allows us to unbundle thinking. Instead of trying to do everything at once, we separate out the different aspects of thinking. This way we can pay full attention to each aspect in turn. Six Thinking Hats system quickly becomes a neutral game, the method provides a very convenient way to switch thinking or to ask for a certain type of thinking. The Six Thinking Hats method allows an increased awareness of what thinking is actually being used on any occasion. So we say that parallel thinking is completely different than argument or Adversarial thinking.


Outcomes of Six Thinking Hats • Shorter, more productive meetings.

• A new approach to problem solving and decision making.

• Reduced conflict.

• Improved results.

• Higher quality and quantity of ideas.

• Merge talents of extroverts and introverts

Six Thinking Hats . . . By Edward de Bono April 2009 19

Simplifies thinking by having to deal with one thinking mode at a time

Six Thinking Hats . . . By Edward de Bono 20

The Basics

• There are six different imaginary hats. Think of the “hats” as thinking icons. Put them on or take them 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.

• Forces you to move outside your habitual thinking style

• Developed by Edward de Bono

Presenter

Presentation Notes

First we can quickly review the basics you will need to remember in order to participate in a Six Hat team thinking session. First, there are six imaginary or metaphorical hats that can be worn - only one at a time. Relax…. no actual hats have to be used! This is a serious communication framework for serious issues and we don’t want to make its use seem trivial in any way. Each hat is a different color, representing different types or modes of thinking. Everyone on the team does the same type of thinking at the same time. That is, we all wear the same color hat. When we change hats we change our thinking. The facilitator is an exception. The facilitator will always wear the control or facilitation hat (the blue hat), but he or she may also contribute in the content of the thinking if qualified and comfortable doing so. Although it may be uncomfortable at first, remember to use the hats and colors terminology. The artificiality of these symbols has proven to be a very powerful mental cue for producing a specific type of thinking at a specific time. Experience in many organizations has shown that in a very short time you will become unaware of the symbols themselves - the hats and colors. Instead you will key on the thinking being requested and automatically switch when necessary.


Benefits of Six Thinking Hats 1. Provides a common language 2. Discussion focus (one thing at a time) 3. Creates a more open dialogue for engagement &

inclusion of more people 4. Creates increased diversity of thought 5. Allows you to say things with less risk 6. Removal of ego (reduce confrontation) 7. Improve meeting outcomes: results and time


Six Thinking Hats Applications • Individually • Organization for reports • Facilitation of meetings • Leadership development • Innovative thinking • Problem solving and decision making • Project management • Preparation for discussions • New products and new designs • Marketing • Strategic Planning • Six Sigma and process improvement

Six Thinking Hats . . . By Edward de Bono 23

What Does Each Hat Mean?

Manages the thinking process, focus, next steps, action plans.

Data, Facts, Information known or needed.

Feelings. Emotions and Intuition.

Values and Benefits- Why something may work. (Advantages) Difficulties, potential problems - why something may not work. (Disadvantages) Creativity- possibilities, alternatives, solutions, new ideas.

Hats are not descriptions of people.


Blue Hat

• Worn by people facilitating meetings • Blue hat wearer is like the conductor of an

orchestra • Sets the focus, defines the problems, shapes

the questions, determines the thinking tasks • Ensures the “rules of the game” are observed

Focus on the big picture

Presenter

Presentation Notes

Think of the blue sky above The conductor gets the best out of the orchestra by seeing that what should be done is best done at the right time. Like a ringmaster at a circus It is under the initial blue hat that the agenda or sequence of use of the other hats is laid out. The blue hat also announces the change of hat Typically the blue hat is worn by the facilitator, chairperson or leader of the session Manage the thinking process, focus, next steps, action plans. Responsible for overviews, summaries and conclusions Monitors thinking, stops argument, enforces discipline


The Blue Hat Role • Control of thinking & the process • Begin & end session with blue hat • Facilitator role: Open, sequence, close Focus: what should we be thinking

about? Asking the right questions Defining & clarifying the problem/idea Setting the thinking tasks


Participant’s Role • Follow the lead of the 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

Presenter

Presentation Notes

Your responsibilities within your role as a participant include: Following the lead of the facilitator. Sticking to the hat in current use so that everyone is thinking in the same mode at the same time. This is the essence of parallel thinking. Remember exploration before decision. Seeking to stay within the time limits that the leader has planned for each hat. Of course, he or she has the latitude to extend the times if necessary. Finally, and perhaps most importantly, you should seek to contribute as completely and as honestly as possible in each thinking modes that is called for. Try to reserve your judgment until all exploration has been done. This is key to driving better exploration and better decisions. Now, with those basics in mind let’s do a quick practice session on a remote example before we try it out on one of our real issues.


Blue Hat

In blue hat mode, think about one of the following…

Topic: What is role of the facilitator?


White Hat • Focus on the data available. • Separate fact from speculation • Look at the information available and see what

can be learned from it. • Look for gaps in knowledge, and either try to fill

them or take account of them. • Analyze past trends, and try to extrapolate from

historical data. • Report on someone's feelings-market research

“In God we trust . . . everyone else must bring data”

Presenter

Presentation Notes

White hat is neutral. The absence of color indicates neutrality. Just presenting facts. Like a computer, give facts in a neutral manner We expect the computer to give us facts and figures on demand, we do not expect a computer to argue Opinion is never permissible under white hat thinking The actual opinion on someone else can be reported as information White hat thinking excludes hunch, intuition, judgment based experience, feelings, impression and opinion When wearing the white hat, the thinker should imitate the computer, be neutral and objective. Do not offer interpretations or opinions


White Hat

In white hat mode, think about one of the following…

Topic: How to reduce heroin usage


Red Hat • Exactly the opposite of White Hat

which is neutral, objective and free of emotions

• About emotions and feelings - the non rational aspect of

thinking - Opportunity to express feelings,

emotions and intuition without any need to explain or to justify them.

- Hunches bring about the best decision (Book: BLINK)

Presenter

Presentation Notes

Feelings, hunches, gut instinct, and intuition. Think of fire, warmth Legitimates emotions as an import part of thinking The most difficult thing about wearing the red thinking had is resisting the temptation to justify and expressed emotion We are brought up to apologize for emotions and feelings because they are not the stuff of logical thinking Sometimes it is better to use the red hat at the beginning of a meeting and then towards the end to see if the feeling have changed Individuals are allowed to say pass when they are asked for red hat feelings. Terms like neutral, undecided, confused, doubtful or mixed can be used. If emotions and feelings are not permitted as inputs in the thinking process they will lurk in the background and affect all the thinking in a hidden way “Put on” – it is the artificiality that is the real value of the red hat Views expressed under the red hat are less personal than views with them. As they are presented formally. Normally emotions take some time to well up and even longer to die down. The red hat allows someone to switch in and out of the emotion mode in a matter of seconds.


Red Hat

In red hat mode, think about the following: Topic: Legalization of medical marijuana


Yellow Hat

• Helps you to think positively • It is the optimistic viewpoint

– helps see all the benefits of the decision and the value in it

– spot the opportunities that arise from it. • Yellow Hat thinking helps you to keep going

when everything looks gloomy and difficult. There is always a bright side

Presenter

Presentation Notes

Think of sunshine, optimism. Look at how it may be possible to put an idea into practice The yellow hat is harder to wear than the black hat, there is a natural mechanism in the brain that helps us to avoid dangers. There is not such mechanism for the yellow hat. Hence, people are much better at using the black hat than the yellow hat Most people will be positive about an idea if they immediately see something in it for themselves. Self interest is a strong basis for positive thinking. The yellow hat does not have to wait for such motivation The emphasis of yellow hat is on exploration and positive speculation. We set out to find the possible benefits and then seek to justify them. The justification is an attempt to strengthen the suggestion Just as black thinking hat can pin point a fault and leave it to the green hat to correct the fault. Similarly a yellow hat can define an opportunity and leave it to green hat thinking to come up with some novel way of exploiting that opportunity Values and benefits. Why something may work.


Yellow Hat

In yellow hat mode, think about…

Topic: One day per week broadcasting ban - television and Internet


Black Hat • Look at things pessimistically, cautiously and

defensively • See why ideas and approaches might not work

– Highlights the weak points in a plan or course of action. – Allows to eliminate them, alter the approach – Prepare contingency plans to counter problems that arise.

• Makes plans tougher and more resilient • Helps spot fatal flaws and risks Reality Check: What Black Hat is not: Negativity

Presenter

Presentation Notes

The black hat is the most valuable of all hats and is the most used. It is the hat of caution. It is the hat of survival, to survive we need to be cautious Difficulties, potential problems. Why something may not work. One of the great values of the thinking hats is that there is an allotted time in which everyone is invited to be as cautious, as careful and as critical as possible. With the black hat we point out what is wrong, what does not fit and what will not work. It protects us from wasting money and energy. Black hat is logical, there must always be a logical basis for criticism. It the comment is purely emotional it will come under the red hat Using the black hat means being careful and cautious. The black hat points out difficulties, dangers, and potential problems. With t he black hat you avoid danger to yourself, to others and to the community Timing of the Black Hat - invocation If the devil jumps at the earliest stage the idea never has a hope in hell Black hat has to draw a fine line – Big difference between someone crushing an idea based on spinning out negative scenarios vs someone who voices a genuine concern backed with real facts Black Hat overdone Many successful people get so used to thinking positively that often they cannot see problems in advance, leaving them under-prepared for difficulties. Another important function is risk assessment as most proposed actions are going to be carried out in the future If 95% of the idea is excellent tendency is to focus on the less excellent 5%, this is useful in the design stage as the faulty 5% can be put right. But it is less useful in the assessment stage, the excellent 95% should be acknowledged


Black Hat

In black hat mode, think about one of the following…

Topic: Universal (world-wide) identity card


Green Hat

• The creative hat • Put forth new ideas, options and alternatives • Develop creative solutions to a problem • A freewheeling way of thinking, in which there

is little criticism of ideas • A specific time is set out for everyone to make

a creative effort

Think Out of the Box

Presenter

Presentation Notes

Green hat it the energy hat, think vegetation, growth, new leaves and branches You are permitted to put forward possibilities A person wearing a green hat is allowed to put forward “crazy ideas” Ideally both the thinker and the listener should be wearing green hats Creativity - possibilities, alternatives, solutions, new ideas.


The Green Hat In green hat mode, think of other uses (pick one) for:

Balloon Paper Clip ___________________ ___________________ ___________________ ___________________ ___________________ ___________________


Hats & Sequences (Options) • Use only one hat (This is the major use.) • Use several hats in a sequence

– Used to direct & switch thinking – No one right sequence – Use some hats several times or not at all

• When to use several hats in sequence – Strongly held views – Rambling discussions – Timeframe is short


Types of Sequences

• Fixed

• Flexible

• Contingent

This is the sequence.

We have some strong opinions. Let's spend time for a quick red hat.

After red hat thinking, we will decide what other thinking is needed.


Evaluation Sequence To discover the positive & negative aspects of an

idea.

Use the yellow hat before the black hat. You could follow up with the green hat

(new ideas) and red hat (feelings) thinking. Example: Consider positive and negative of: Community wide meatless Friday


Case Example Exercise

Small Group: Use the Six Thinking Hats approach to discuss a new product. (Use about 2-3 minutes for each hat.)

Goal: Develop an all-weather bike.


All Weather Bikes-?


Engagement & Inclusion • Engagement: An employee's heightened

emotional connection to their work through participation and alignment with organizational goals.

• Inclusion: Elimination of negative biases and

barriers to contributions in order to create a culture where people are respected and able to give their best.


Conclusion • A practical way to teach thinking as a skill • The colors and hats provide a useful visual image

that is easy to learn and remember. • Provides a framework for organizing thinking

– No longer a matter of drift and argument – Thinking is more focused, more constructive and

productive.

• The role-playing nature of the hats allows for the detachment of ego from the thinking

Presenter

Presentation Notes

Channelize thinking process


Thank You!!

Hats are fun and effective to wear everyday everywhere!!


References

• Six Thinking Hats by Edward de Bono • Lateral Thinking: Creativity Step by Step by

Edward de Bono • The Innovator's Solution: Creating and

Sustaining Successful Growth by Clayton M. Christensen and Michael E. Raynor


Follow Up: Action Item

better thinking for better meetings - talent.wisc.edu parker six... · six thinking hats . . . by...

Documents