Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Decision Making & Critical Thinking (6 thinking hats & 5 whys approach)

474 Aufrufe

Veröffentlicht am

Presentation on Decision Making & Critical Thinking with the inclusion of concepts like : 6 thinking hats & 5 whys approach. Be the master of your actions with powerful decision making skills. Its decision making skills which differentiate between an employee and leader. Be a leader, lead your team, lead your life.

Veröffentlicht in: Präsentationen & Vorträge
  • Als Erste(r) kommentieren

Decision Making & Critical Thinking (6 thinking hats & 5 whys approach)

  1. 1. Facilitator --> Ankit Tiwari
  2. 2. Brain – How does it work?
  3. 3. What is decision ?  What it is – According to the dictionary, the verb ‘decide’ means ‘to determine.  The Latin root of the word means to „cut away‟. This points to what a decision really is.  What it is not - A decision is not allowing events to take their course willy-nilly. If you did, an outcome would still occur - but one not influenced or decided upon with due regard to the surrounding circumstances.
  4. 4. Decision Making Key Components : Decision Options Analysis Real Need
  5. 5. Critical Thinking  Critical thinking involves the evaluation of sources such as data, facts, observable phenomenon, and research findings. Good critical thinkers can draw reasonable conclusions from a set of information and discriminate between useful and less useful details for solving a problem or making a decision. e.g.,  A triage nurse,  A plumber / mechanic  An attorney  A job-seeker
  6. 6. Critical Thinking – How to use it?  Establish Relevance Why are we talking about this?  Ask For Clarifications What do you mean?  Challenge Assumptions What could we assume instead?  Seek Evidence Can you give me an example?  Investigate Perspectives How would .... feel about this? Is there another way to look at this?  Examine Implications & Consequences What are you implying? What does this mean to ....? What's the global impact?
  7. 7. Thinking - Types  Traditional Approach : Argument or Adversarial Thinking  In an argument often both sides are right, but looking at different aspects of the situation.  Each side seeks to prove that the other side is wrong.  It completely lacks a constructive, creative or design element A B
  8. 8. Thinking - Types  Parallel Thinking  At any moment everyone is looking in the same direction.  It is co-operative , co-ordinate, constructive thinking.  A simple and practical way of carrying out „Parallel Thinking' is the Six Hats method. A B
  9. 9. Thinking – Level of Questioning Lower Level Higher Level
  10. 10. 6 Thinking Hats Method  Edward De Bono is a world-known expert in creative thinking. The 6 Thinking Hats is one such technique.  Dr. Bono was the first to suggest that thinking is a deliberate act. And that by applying 6 different thinking hats or styles of thinking to a subject, we can maximize the power of our thinking many fold.
  11. 11. 6 Thinking Hats Method
  12. 12. 6 Thinking Hats Method  Objectives to practice 6 Thinking Hat’s approach:  Encourage Parallel Thinking  Encourage Full Spectrum Thinking  Separate EGO from Performance
  13. 13. 6 Thinking Hats Method
  14. 14. 6 Thinking Hats Method
  15. 15. 6 Thinking Hats Method
  16. 16. 6 Thinking Hats Method
  17. 17. 6 Thinking Hats Method
  18. 18. 6 Thinking Hats Method
  19. 19. Sequence to use 6 Thinking Hats
  20. 20. 6 Thinking Hats Method - Hats Ranking Control Creative Positive Thinking Facts Negative Logic Emotion Self Development Success HighLow High 11
  21. 21. 6 Thinking Hats Method  Benefits of Six Thinking Hats Methods:  Allow to say things without risk  Create awareness that there are multiple perspectives on the issue at hand  Convenient mechanism for “switching gears”  Rules for the game of thinking  Focus Thinking  Lead to more creating thinking  Improve communication  Improve decision making
  22. 22. Determine the Root Cause: 5 Whys  The 5 Whys is a technique used in the Analyze phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology.  Benefits of the 5 Whys  Help identify the root cause of a problem.  Determine the relationship between different root causes of a problem.  One of the simplest tools; easy to complete without statistical analysis.  When Is 5 Whys Most Useful?  When problems involve human factors or interactions.  In day-to-day business life.
  23. 23. 5 Whys Examples  Problem Statement: You are on your way home from work and your car stops in the middle of the road.  1. Why did your car stop? – Because it ran out of gas.  2. Why did it run out of gas? – Because I didn‟t buy any gas on my way to work.  3. Why didn‟t you buy any gas this morning? – Because I didn‟t have any money.  4. Why didn‟t you have any money? – Because I lost it all last night in a poker game.  5. Why did you lose your money in last night‟s poker game? – Because I‟m not very good at “bluffing” when I don‟t have a good hand.
  24. 24. How to Use 5 Whys  Step 1. Assemble a Team  Step 2. Define the Problem  Step 3. Ask the First "Why?"  Step 4. Ask "Why?" Four More Times  Step 5. Know When to Stop  Step 6. Address the Root Cause(s)  Step 7. Monitor Your Measures
  25. 25. Brainstorming  Brainstorming The term was popularized by Alex Faickney Osborn in the 1953 book Applied Imagination.  Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members.
  26. 26. Reverse Brainstorming  Reverse brainstorming helps you solve problems by combining brainstorming and reversal techniques. By combining these, you can extend your use of brainstorming to draw out even more creative ideas.
  27. 27. Ankit Tiwarihttps://in.linkedin.com/in/ankitiwari

×