The thinking process is like a kayak with two paddles: One is CREATIVE Thinking while the other represents CRITICAL Thinking. Six Thinking Hats, introduced in 1985 by Edward DeBono, is an effective tool for decision making and problem solving that uses both sides of your brain. Culture Transformation Resources, LLC (CTR) provides a fresh look at Creative Problem Solving and Six Thinking Hats in this training presentation. There are many Benefits of using Six Thinking Hats, including, it helps: - Provide a common language - Maximize productive collaboration - Diversity of thought while using more of our brains - Consider issues, challenges, decisions and opportunities systematically - Remove ego (reduce confrontation) - Save time - Focus (one thing at a time) - Think clearly and objectively - Create, evaluate & implement action plans - Achieve significant and meaningful results - Make meetings more productive in less time #CreativeProblemSolving #ProblemSolving #Leadership #CTR by Culture Transformation Resources, LLC www.CTRConsultingServices.com 1-877-287-1234

1. CREATIVE
PROBLEM SOLVING
Six Thinking Hats and Other Tools
by
Culture Transformation Resources, LLC
www.CTRConsultingServices.com

2. TRAINING OBJECTIVES
• Provide you with new Tools, Tips and Techniques to
improve your Problem Solving Skills.
• Learn Six Thinking Hats Techniques.
• Revolutionize Group Problem-Solving.
• Bring Diverse Perspectives to Decision Making.
• Depersonalize Team-Dynamic Feedback.
• Save Time and Reach Decisions Quickly.
• Expand Your Thinking as a Leader.
• Facilitate Productive and Effective Meetings.

3. “
“
THERE ARE NO RULES HERE- WE ARE
TRYING TO CREATE SOMETHING.
- Thomas A. Edison

4. CHALLENGES
BRAINSTORM

5. • 5 Minute Think Tank
• Brainstorm as many team
CHALLENGES as possible and
list them on a flip chart or board.
• Vote on the Top 1 or 2 challenges
you will focus on during this
session.
CHALLENGES THINK TANK

6. • Mess-finding
• Data-finding
• Problem-finding
• Idea-finding
• Solution-finding
• Acceptance-finding
TRADITIONAL CPS

7. • Brainstorming
• Mind Maps
• Free Association
• Free-Writing
• Incubation
COMMON IDEA-FINDING

8. BRAIN BASICS
Left Right
Rational
Pratical
Logical
Linear
Analytical
Mathematical
Emotional
Creative
Immaginative
Intuitive
Holistic
Expanded

9. CRITICAL VS. CREATIVE
Critical Thinking
Creative Thinking
• Analytical
• Judgmental
• Selective
• Probability
• Left brain
• Yes but…
• Generative
• Non-judgmental
• Expansive
• Possibility
• Right brain
• Yes and…

10. The Thinking process is like a KAYAK with
Two Paddles: One is CREATIVE Thinking while
the other represents CRITICAL Thinking.

11. SIX THINKING HATS
www.CTRConsultingServices.com

12. An effective tool for decision making
and problem solving that uses both
sides of your brain.
SIX THINKING HATS

13. • Edward de Bono has written 70 books in
37 languages.
• Rhodes Scholar to Oxford.
• Originator of the term 'lateral thinking.’
• Leading authority in the field of creative
thinking, innovation and the direct
teaching of thinking as a skill.
• International Bestselling Author of
Six Thinking Hats.
EDWARD DE BONO

14. Six Thinking Hats is a very simple, effec8ve parallel thinking
process that helps individuals be more focused, produc8ve, and
mindfully involved. A powerful tool to add to your leadership
toolkit that, once learned, can be applied immediately!
You and your team members can learn how to separate
thinking into six clear func8ons and roles using “thinking hats.”
Each thinking role is iden8fied with a colored symbolic thinking
hat. By mentally wearing and switching "hats," you can easily
focus or redirect thoughts, conversa8ons, or mee8ngs.
SIX THINKING HATS

15. • Six colors of hats for six types of thinking
- Each hat identifies a type of thinking
- Hats are directions of thinking
• Hats help a group use parallel thinking
- You can “put on” and “take off” a hat
SIX THINKING HATS

16. • Critical, Analytical Thinking and Problem-Solving
• Strategic planning
• Running meetings
• Generating ideas
• Public Speaking
• Process Improvement
• Project Management
• Organizational Change
• and much more!
USES FOR HATS

17. General Hat issues
• Direction, not description
– Set out to think in a certain direction
– Let’s have some black hat thinking…
• Not categories of people
– Not:“He’s a black hat thinker.”
– Everyone can and should use all the hats
• A constructive form of showing off
– Show off by being a better thinker
– Not destructive right vs. wrong argument
• Use in whole or in part
GENERAL HAT ISSUES

18. General Hat issues
• Provide a common language
• Maximize productive collaboration
• Diversity of thought while using more of our brains
• Consider issues, challenges, decisions and opportunities
systematically
• Remove ego (reduce confrontation)
• Save time
• Focus (one thing at a time)
• Think clearly and objectively
• Create, evaluate & implement action plans
• Achieve significant and meaningful results
• Make meetings more productive in less time
BENEFITS

19. SIX COLORS
White:
neutral, objective
Red:
emotional, angry
Black:
serious, somber
Yellow:
sunny, positive
Green:
growth, fertility
Blue:
cool, sky above

20. …AND SIX HATS
White:
objective, facts & figures
Red:
emotions & feelings
Black:
cautious & careful
Yellow:
benefits, positive & speculative
Green:
creativity, ideas & lateral thinking
Blue:
process, control & organization

21. Six Thinking HatsSIX THINKING HATS
FEELINGS
REFLECTIVE
INFORMATION
CREATIVE
BENEFITS
JUDGEMENT

22. Six Thinking HatsWHICH TWO HATS DO YOU USE?
FEELINGS
REFLECTIVE
INFORMATION
CREATIVE
BENEFITS
JUDGEMENT

23. TECHNIQUE:
Choose the right hat or tool
TIME:
Set limits and work within them
FOCUS:
Decide on what you want to think about
:60
SECONDS

25. If you are a business leader serious about
CREATIVE PROBLEM SOLVING in your
company / department / team,
contact us @
www.CTRConsultingServices.com
Twitter Facebook Slideshare LinkedIn
Contact / Follow / Like / Share

26. Six Thinking HatsSIX HATS DEEP DIVE

27. The Blue Hat
• The control hat, organizing thinking
itself.
• Sets the focus, calls for the use of
other hats.
• Monitors and reflects on the thinking
processes used.
• Blue is for planning.

28. “
“
PROBLEM SOLVING IS HUNTING.
IT IS A SAVAGE PLEASURE AND WE
ARE BORN TO IT.
- Thomas Harris

29. THE BLUE HAT
• FACILITATOR ROLE
• The role of the facilitator focuses and
refocuses thinking
• Makes calls for the group to make
decisions

30. “
“
WHAT IS THE POINT OF HIRING
SMART PEOPLE IF WE DON’T
EMPOWER THEM TO FIX WHAT’S
BROKEN?
- Creativity, Inc.

31. BLUE HAT CASE STUDY
• 3 Minutes
• Define Your Team Problem

32. BLUE HAT QUESTIONS
START:
• What is the main idea?
• What is the problem?
• How do we sequence the events?
• Explain? Summarize.
END:
• What is your conclusion?
• What next? Action plan?
• How was it solved?

33. “
“
WE BELIEVE IDEAS ONLY BECOME
GREAT WHEN THEY ARE
CHALLENGED AND TESTED.
- Creativity, Inc.

34. THE WHITE HAT
• The information seeking hat.
• What are the facts?
• What information is available?
• What is relevant?
• When wearing the white hat we are
neutral in our thinking.

35. “
“
IDENTIFY YOUR PROBLEMS BUT
GIVE YOUR POWER AND ENERGY
TO SOLUTIONS.
- Tony Robbins

36. THE WHITE HAT
• FACTS AND LOGIC
• Separates fact from speculation
• Specifies action needed to fill
gaps
• Assesses the relevance and
accuracy of information

37. WHITE HAT CASE STUDY
• 5 Minutes
• Record as many facts
about your Team
Problem

38. 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?
• What OPVs should we consider?

39. THE GREEN HAT
• This is the creative mode of
thinking.
• Green represents growth and
movement.
• In green hat we look to new ideas
and solutions.
• Lateral thinking wears a green hat.

40. “
“
ALMOST ALWAYS, THE CREATIVE
DEDICATED MINORITY MADE THE
WORLD BETTER.
- Martin Luther King, Jr.

41. THE GREEN HAT
• CREATIVITY AND IMAGINATION
• Encourages search for new ideas
• Seeks to modify and removes
faults from existing ideas
• Makes time for creative effort

42. “
“
YOU CAN’T USE UP CREATIVITY.
THE MORE YOU USE, THE MORE
YOU HAVE.
- Maya Angelou

43. THE THREE P’s
• Positive: every idea is potentially
valuable, record all
• Prolific: the more ideas the better;
build on ideas
• Playful: it is easier to tame a wild
idea than to make a boring idea
interesting

44. OTHER USES FOR
• Balloon
Golf Tee
___________________ ___________________
___________________ ___________________
___________________ ___________________
• Toothbrush
Paperclip
___________________ ___________________
___________________ ___________________
___________________ ___________________

45. OTHER USES FOR
Balloon
Golf Tee
Shower Cap
Tooth Pick
Traffic Sign
Paper Holder
Scarecrow
Stake a Picnic Blanket
Hot Air Balloon Center Piece
Tile Spacers
Decorative Lantern
Replace a Lost Cap (Plug a Tube)
Toothbrush
Paperclip
Brush Your Eyebrows
Egg Dipper for Dying Eggs
Silver Cleaner
Popping Discs
Paint Cleaner
Jewelry Clasp
Clean Fingernails
Remove Hair from Brush
Apply Hair Dye
Unclog Bottle of Glue or Salt Shaker
Clean the Toilet
Letter Opener

46. GREEN HAT CASE STUDY
• 10 MINUTES
• List as many ideas and
solutions to your team
problem.

47. 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?
• What is holding our team back?

48. “
“
CREATIVITY IS INVENTING,
EXPERIMENTING, GROWING,
TAKING RISKS, BREAKING RULES,
MAKING MISTAKES AND HAVING
FUN.
- Mary Lou Cook

49. THE RED HAT
• EMOTIONS AND FEELINGS
• Gives permission to express feelings,
hunches and intuitions
• Help to make a decision
• Does not require justification
• Best expressed in a word or two

50. THE RED HAT
• What do you feel about the
suggestion?
• What are your gut reactions?
• What intuitions do you have?
• Don’t think too long or too hard.

51. “
“
TO LIVE A CREATIVE LIFE,
WE MUST LOSE OUR FEAR OF
BEING WRONG.
- Joseph Chilton Pearce

52. RED HAT CASE STUDY
• Quickly, < :30 Seconds
• Discuss how everyone
feels? (1-2 words)

53. RED HAT QUESTIONS
• 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?

54. “
“
IF I HAD 60 MINUTES TO SOLVE A
PROBLEM, I’D SPEND 55 MINUTES
DEFINING IT, AND 5 MINUTES
SOLVING IT.
- Albert Einstein

55. THE YELLOW HAT
• The sunshine hat.
• It is positive and constructive.
• It is about effectiveness and
getting a job done.
• What are the benefits, the
advantages?

56. “
“
MANAGERS OF CREATIVE
COMPANIES MUST NEVER FORGET
TO ASK THEMSELVES: ‘HOW DO
WE TAP THE BRAINPOWER OF OUR
PEOPLE?’
- Creativity, Inc.

57. THE YELLOW HAT
• LOGICAL POSITIVES
• Explores Benefits of Ideas
• Must give reasons why an idea
is valuable and might work
• Reinforces creative ideas and
new directions

58. YELLOW HAT CASE STUDY
• 5 MINUTES
• Discuss the Benefits of Your
Team’s Ideas and Solutions

59. YELLOW HAT QUESTIONS
• What are the Benefits?
• What is good about?
• What are positive outcomes?
• What is the value?
• Can this be made to work?
• What did you like about?

60. If you are interested in a workshop or training
on SIX THINKING HATS or CREATIVE PROBLEM
SOLVING for your company / department /
team, contact us @
www.CTRConsultingServices.com
Twitter Facebook Slideshare LinkedIn
Contact / Follow / Like / Share

61. THE BLACK HAT
• The caution hat. Devil’s advocate.
• In black hat the thinker points out
errors or pit-falls.
• What are the risks or dangers
involved?
• Identifies difficulties and problems.

62. “
“
I HAVE NOT FAILED. I’VE JUST
FOUND 10,000 WAYS THAT WON’T
WORK.
- Thomas Edison

63. THE BLACK HAT
• LOGICAL NEGATIVES
• Explores why an idea may not
work
• Must give logical reasons for
concerns
• Points out difficulties and
weaknesses

64. BLACK HAT CASE STUDY
• 5 MINUTES
• What are all of the
negatives and pitfalls of
your team’s ideas and
solutions?

65. BLACK HAT QUESTIONS
• What should you be cautious
about?
• What are the consequences?
• What are the pitfalls?
• Why won’t/didn’t this work?
• What weaknesses exist?
• What are the risks?

66. THE BLACK HAT
• Is there someone you work with
who tends to overuse black hat
thinking?
• What is the impact?

67. “
“
THE CREATIVE CULTURE IS THAT
ITS PEOPLE FEEL FREE TO SHARE
IDEAS, OPINIONS, AND CRITICISMS.
LACK OF CANDOR, IF UNCHECKED,
ULTIMATELY LEADS TO
DYSFUNCTIONAL ENVIRONMENTS.
- Creativity, Inc.

68. THE RED HAT CHECK
• How does everyone feel now?
(1-2 words)

69. BLUE HAT WRAP UP
• Conclusions
• What next?
• Action Plans

70. 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 Problems &
Reinforce Yellow Hat Values
Black Hat
Why It May Not Work
Cautions • Dangers
Problems • Faults
Logical Reasons
Must Be Given
Yellow Hat
Why It May Work
Values & Benefits
(Both Known & Potential)
The Good In It
Logical Reasons
Must Be Given
Red Hat
Feelings & Intuition
Emotions Or Hunches
“At This Point”
No Reasons or Justification
Keep It Short
Information & Data
Neutral & Objective
Checked & Believed Facts
Missing Information &
Where To Source It
FOCUS

71. General Hat issuesSUMMARY OF SIX HATS
SIX HATS

72. General Hat issuesHATS REMINDERS
• Use any hat, as often as needed
• Sequence can be preset or evolving
• Not necessary to use every hat
• Allow specific time for each hat (generally, short)
• Requires discipline from each person
– Stay in the idiom
• Adds an element of play, play along
• Can be used by individuals and groups

73. General Hat issuesHAT QUIZ
1. “Retooling will take a minimum of six months.”
2. “I am unhappy with the merger.”
3. “Our product is the most expensive on market?”
4. “It will increase our profile in the community?”
5. “Low staff morale is causing high attrition.”
6. “The meeting seems to be drifting.”

74. General Hat issuesHAT QUIZ (CONT’D)
7. “Joe told me he was worried about a staff issue.”
8. “We tried that and staff are not supportive.”
9. “It would be easy to implement a new logo.”
10. “We could offer two for the price of one.”
11. “I am concerned about staff morale.”
12. “Are we ready to commit to a decision?”
13. “What if we gave everyone an additional day off?”

75. TECHNIQUE:
TRY ON EVERY HAT
PLANS
FACTS
CREATIVE
FEELINGS
BENEFITS
JUDGE
FEELINGS
DECISION
Process,
Agenda
Informa8on,
Data
Ideas,
Solu8ons
Gut Ins8nct,
Intui8on
Values,
Posi8ves
PiZalls,
Problems
Gut Ins8nct,
Intui8on
Next Steps,
Ac8on Plans
What do we
want to
accomplish?
What is the
current
informa8on
and facts on
the issue or
problem?
What are
new
crea8ve
ideas or
alterna8ves
in solving
the
problem?
How does
everyone
feel about
the current
situa8on,
issue or
problem?
What are
the posi8ve
aspects of
the current
situa8on,
issue or
problem?
What are
the nega8ve
aspects or
piZalls?
How does
everyone
feel now
that we
have
worked on
the issue?
What
conclusions,
decisions or
summaries
can we
make in
moving
forward?

76. MY LEADERSHIP
ACTION ITEMS

77. CREATIVE
PROBLEM SOLVING

78. If you are interested in a workshop or training on CREATIVE PROBLEM SOLVING or
SIX THINKING HATS for your company / department / team, contact us
@ www.CTRConsultingServices.com
Twitter Facebook Slideshare LinkedIn
Contact / Follow / Like / Share
andre@CTRConsultingServices.com
1-877-CTR-1236 OR 1-877-287-1236