The Six Thinking Hats by Edward de Bono.
An insight of Six thinking Functions and Roles identified by Hats to be practiced in Change Management thinking and restructuring in the 21st Century Leadership.
To assist in thinking process using best effective parallel thinking skills within organization function to develop a more productive, focused, and mindfully involved thinking with success in corporations worldwide
To improve our thinking skills to overcome confused thinking arising from trying to do too much at once and to emphasize on what can be, not what is.
Day1
Introduction – Six Thinking Hats
Traditional Vs Parallel Thinking
The Six Hats Process
Six Hats in Meetings
21st Century Leadership & Change
Management
Introduction to Leadership
21st Century Qualifiers,
Innovative Thinking
21st Century Leadership
& Change Management
21st Century Skills & Literacy
Innovation Leadership
4. SIX THINKING HATSSIX THINKING HATS
Six Thinking Hats is a simple, effective parallel thinking
process that helps people be more productive, focused,
and mindfully involved.
Used with success in
corporations worldwide, Six
Thinking Hats is a powerful tool
set, which once learned can be
applied immediately for more
effective & productive outcome!
The Six Thinking Hats by Edward de Bono.
5. To have an insight of Six thinking Functions and Roles
identified by Hats to be practiced in Change Management
thinking and restructuring in the 21st
Century Leadership.
SIX THINKING HATSSIX THINKING HATS
Objective
To assist in thinking process
using best effective parallel
thinking skills within organization
function to develop a more
productive, focused, and
mindfully involved thinking with
success in corporations
worldwide
6. Two Main Purposes ForTwo Main Purposes For
Six Thinking HatsSix Thinking Hats
1. Simplifies thinking by having
to deal with one thing at a
time.
2. Allows a switch in thinking
without threatening ego.
SIX THINKING HATSSIX THINKING HATS
To improve our thinking skills to overcome confused
thinking arising from trying to do too much at once and to
emphasize on what can be, not what is.
Objective
7. Traditional Thinking Vs Parallel ThinkingTraditional Thinking Vs Parallel Thinking
Socrates
Plato
Aristotle
Traditional Thinking, also called ‘argument’, ‘adversarial’, or
‘western’ thinking„ dates 2400 years back based on
philosophies of :-
Three Philosophers with Traditional Thinking
Partial exploration of
subject /problem.„
Concerned with ‘what is’.
Involves analysis,
judgment and argument.
Thinks about too many
aspects / things at a time
8. Traditional Thinking Vs Parallel ThinkingTraditional Thinking Vs Parallel Thinking
Focused on the
Negative
Socrates
Socrates used to
point out ‘what was
wrong’ to clarify the
concepts
9. Traditional Thinking Vs Parallel ThinkingTraditional Thinking Vs Parallel Thinking
Concerned
with What Is-
Aristotle
– Aristotle believed that people
would put together different
‘boxes’ in their mind based on
their experience & judge things
into one of those boxes
– So, traditional thinking is
concerned with “what is” which
is determined by analysis,
judgment & argument.
It is not constructive or creative
and doesn’t involve design
10. Traditional Thinking Vs Parallel ThinkingTraditional Thinking Vs Parallel Thinking
See Shadows
of the Truth
– Plato believed that we can see only shadows of truth as
we go through life.
Plato
11. Parallel Thinking :-
Full exploration of subject/
problem.„ Concerned with
‘what can be’.„
Involves constructive thinking,
creative thinking and ‘designing
away forward’. „
A conceptual method for effective team meetings, problem
solving, decision making and evaluation where all focus in the
same direction at any moment„. Changes of direction and„ all
views are put down in parallel. „
Parallel ThinkingParallel Thinking
First published by Edward
de Bono in 1985.„
Deals with only one aspect /thing at a time.
12. Applications of Parallel Thinking Process
from Six Thinking Hats
Leadership Development
Team Productivity
Alignment and Communication
Creative and innovative thinking
Leadership and decision making
Product / Process Improvement and
Project Management
Critical, Analytical Thinking and
Problem-Solving
Organizational Change/Performance
where high Performance Thinking and
Parallel ThinkingParallel Thinking
13. What are the
Six Thinking
Hats Process?
The Six Hats ProcessThe Six Hats Process
14. Applied in Organization to separate thinking into six clear
functions and roles.
By mentally wearing and
switching "hats," you can
easily focus or redirect
thoughts, the conversation,
or the meeting.
The Six Hats Process
Each thinking role is identified with a colored symbolic
"thinking hat."
The Six Hats ProcessThe Six Hats Process
15. Control OrganizationControl Organization
Responsible forResponsible for
ConclusionsConclusions
Sets the FocusSets the Focus
Use of All the HatsUse of All the Hats
The Blue Hat is used to manage the thinking
process. It's the control mechanism that ensures
the Six Thinking Hats® guidelines are observed.
The BLUE Hat
The Six Hats ProcessThe Six Hats Process
16. Neutral and ObjectiveNeutral and Objective
Deals with FactsDeals with Facts
The White Hat calls for information known or
needed. "The facts, just the facts."
The WHITE Hat
The Six Hats ProcessThe Six Hats Process
18. CreativeCreative
New Ideas and ConceptsNew Ideas and Concepts
Search for AlternativesSearch for Alternatives
The Green Hat focuses on creativity; the possibilities,
alternatives, and new ideas. It's an opportunity to
express new concepts and new perceptions.
The GREEN Hat
The Six Hats ProcessThe Six Hats Process
20. SeriousSerious
CautiousCautious
CarefulCareful
Lays Out RisksLays Out Risks
The Black Hat is judgment - the devil's advocate or why
something may not work. Spot the difficulties and dangers;
where things might go wrong. Probably the most powerful
and useful of the Hats but a problem if overused.
The BLACK Hat
The Six Hats ProcessThe Six Hats Process
22. Emotions, Feelings, Hunches, Intuition
22Serious, Cautious, Careful, Lays Out Risks
Optimistic, Hopeful, Positive Thinking, Constructive,
Effective
Creative, New Ideas and Concepts, Search for
Alternatives
Control Organization, Responsible for Conclusions,
Sets the Focus, Use of All the Hats
Neutral and Objective, Deals with Facts
The Six Hats ProcessThe Six Hats Process
23. Six Hats in Meetings
Six Hats in MeetingsSix Hats in Meetings
Practice parallel Thinking
Doing one thing at a time
Saving Time -see all sides
Deriving power from focused
thinking
Removing ego from decisions
Using the Six Thinking Hats
in organizing meetings
24. ““Thinking—”Thinking—”
We can always improve our thinking skills.
Confused thinking arises from trying to do too
much at once.
We should emphasize what can be, not what
is.
“The Ultimate Human Resource”
25. 6 HATS6 HATS
THINKINGTHINKING
Saving time
Removing ego
from decisions
Doing one thing at a time
Deriving Power from
Focus Thinking
Parallel Thinking in organizing meeting
Practice Parallel ThinkingPractice Parallel Thinking
26. Doing one thing at a time
If we focused on one thing, one business problem, one
conversation? We’d be more focused, apt, adaptive and
therefore better decision makers. The better we can solve
problems, the more productive, more successful & more happy.
And isn’t that the point? THINK!
Don’t they deserve that? I deserve
that. Or at least I want that. But when
I do another or anything at the same
time, I take away from that.
There’s a reason I’m there, a reason
we’re talking.
Responding to e-mails, answering calls & texting in a
meeting. I am not giving either the whole of me.
Practice Parallel ThinkingPractice Parallel Thinking
27. Saving time - see all sides
You start by discussing the advantages, then
you move on to the disadvantages. The
benefit of this is that proposals are not stifled
simply by listing the disadvantages.
«If there is any one secret of success, it
lies in the ability to get the other person's
point of view and see things from that
person's angles as well as from your
own.»
Henry Ford
Six Thinking Hats, shortens meetings time with better outcome.
You synergize all the energy of the participants for a shorter, more
efficient and more creative meeting.
Advantages:
-improves understanding of the other people in a discussion.
-avoid controversies by discussing a topic in parallel without
going backward and forward between the advantages and
disadvantages of a proposal.
Practice Parallel ThinkingPractice Parallel Thinking
28. Deriving Power from Focus Thinking
Focus helps pay attention in
the midst of distractions and
setbacks and to sustain the
effort and energy needed to
reach a goal.
Focus thinking is the skill that allows people to begin a task
without procrastination by being focus and maintain their
attention and effort until the task is complete.
Practice Parallel ThinkingPractice Parallel Thinking
example:
-a child with good Focus skills, sits down to begin an essay
and then diligently writing until the assignment is done without
getting distracted by the television, Internet, or friends.
29. Removing ego from decisions
1. How will this decision make things better for the
organization?
2. How will this decision affect employees?
3. How will this decision affect me?
Leaders need passion to love the work they do and the
people who do it and have conviction about what they do; By
contrast, personalization is the conflation of ego and hubris
that causes a shift of focus from what the company should do
instead of what you want to do.
So here are three questions every
leader must ask when making
decision that have significant
consequence on organization.
Practice Parallel ThinkingPractice Parallel Thinking
30. Using Six Hats in meetings
Create: dynamic, results oriented meetings that make
people want to participate
Go : beyond the obvious to discover effective
alternate solutions
Spot : opportunities where others see only problems
Think : clearly and objectively
View : problems from new and unusual angles
Make : thorough evaluations
See : all sides of a situation
Keep : egos and "turf protection" in check
Achieve: significant and meaningful results in a less time
Using Six Hats in MeetingsUsing Six Hats in Meetings
33. Results of Six Hat ThinkingResults of Six Hat Thinking
Decisions Seem to
Make
Themselves!
SIX THINKING HATSSIX THINKING HATS
34. 21st
Century Leadership & Change Management
2121stst
Century LeadershipCentury Leadership
Introduction to Leadership
21st
Century Qualifiers,
Innovative Thinking
21st
Century Leadership
& Change Management
Innovation Leadership
35. To inspire your workers into higher levels
of teamwork, you must:-
be, know and, do.
These do not come naturally, but are
acquired through continual work and
study. Good leaders continually improve
their leadership skills; they are NOT
resting on their laurels.
Good leaders are made. They are not born.
Effective leader- desire and will power through a never ending
process of self-study, education, training, and experience.
(Jago, 1982).
Leaders,Leaders,
2121stst
Century LeadershipCentury Leadership
bornborn oror mademade??
37. The 21st
Century Qualifier, Innovative Thinking
This new call for innovation, a
shift from 20th
century traditional
view of organizational practices,
which discouraged innovative
behaviors, to the 21st
century
view of valuing innovative
thinking as a “potentially
powerful influence on
organizational performance”.
2121stst
Century LeadershipCentury Leadership
38. What would you chooseWhat would you choose
Take 5!
Relax &
Watch!
39. 21st
Century Careers
A need to keep yourself current, resilient through continuous
learning, as well as connected to your values is the career of
the 21st century.
21st century careers is all
about CHANGE in our
thinking, strategies and
behaviors to those that
work in the new ever-
changing and challenging
environment to meet the
challenges of the times.
2121stst
Century Skills & LiteracyCentury Skills & Literacy
41. Where are we today?
Browse horizontally across the 21st
Century Skill &
Literacy. Put a ‘tick’ if you are familiar with the skill.
Your 21th Century
Skills & Literacy score
is as below,
(Total)19 X 100%
54
Literacy Score = 35%Total: 19
Go through the 6 Skills from top to bottom.
Sum up the total and see your Score!.
Workshop on 21st
Century Literacy
42. CHANGE
-manage the present and plan
the future.
-problem is, can’t have the
same people doing both jobs.
If present time people with
operational responsibilities are
asked to think about the future,
they will kill it.
IMPROVEMENTIMPROVEMENT
WITHOUTWITHOUT
ENDINGENDING
Constant Change -today’s era. To stay competitive,
Without Change for the better (Kaizen), there will be no Continuous
Improvement to be Competitive in the current Global competition
43. To live and succeed in the
present world, you will need
for an increased focus on
communication,
collaboration, and
creativity and an emphasis
on using technology in
order to learn how to
learn, solve problems,
and think creatively.
The “3 C’s” of 21st Century Skills
21st Century SKILLS
CreateCollaborateCommunicate
2121stst
Century Skills & LiteracyCentury Skills & Literacy
44. 21st Century Skills
Workforce must be taught to use technology efficiently and
effectively, ethically and appropriately, safely and respectfully
to learn how to learn, solve problems, and think creatively.
2121stst
Century Skills & LiteracyCentury Skills & Literacy
46. In the 2nd
decade of 21st
Century, it is increasingly apparent
that personality power and technical-managerial competence
are no longer the primary qualifiers for developing effective
leadership.
As problems increasingly defy
technical solution and obstacles
to progress, no longer bow to
charisma. Practitioners of
leadership find themselves in
uncharted territory.
Without effective leadership with ‘new thinking’, individuals
teams and organizations flounder as we simply repeat the
'same old same old' over and over again even as we try
harder…….
21st
Century Leadership & Change Management
2121stst
Century LeadershipCentury Leadership
47. We examine and analyze the situation,
looking for logic.
Unfortunately, the rapid analysis and
rational decision-making used has
serious limitations.
Current problems and circumstances
become so complex, they don’t fit
previous patterns. We don’t recognize
the situation. We can’t automatically
know what to do.
The pressure to adapt is the need to innovate.
But how? When faced with confusion or a problem,
our instinct is to repair it with order.
2121stst
Century LeadershipCentury Leadership
48. To make effective sense of
unfamiliar situations and
complex challenges, we
must have a grasp of the
whole situation, its
variables, unknowns and
mysterious forces.
What worked before doesn’t work today.
This requires skills beyond everyday analysis.
It requires Innovation Leadership.
21st
Century Leadership & Change Management
49. Change and Change ManagementChange and Change Management
Change: to cause to be different OR to
undergo transformation
Change management: a systematic approach
to dealing with change, both from the
perspective of an organization and on the
individual level
“The amount of change that the leadership of
an organisation desires must be balanced
with the amount the organisation is capable
of handling.“
50. Adapting to new Changes in Leadership
“the need for innovation in
organizations has resulted in
a new focus on the role of
leaders in shaping the nature
and success of creative
efforts” in order to adapt to
new changes.
Without innovation leadership,
organizations are likely to
struggle.
Innovation Leadership
51. What is Innovation Leadership?
The key role in the
practice of innovation
leadership is the…
Innovation Leader.
-synthesizing different leadership styles in organizations to
influence to produce creative ideas, products, services and
solutions. Dr. David Gliddon (2006) developed the competency model of innovation leaders and
established the concept of innovation leadership at Penn State University.
Innovation Leadership
52. As an approach to organization development,
Innovation leadership can be used to support the
achievement of the mission or vision of an organization or
company.
In an ever changing world
with new technologies
and processes, it is
becoming necessary to
think innovatively in order
to ensure their continued
success and stay
competitive.
Innovation Leadership
53. Own as Principal the role of Innovator-in-Chief:
You can’t delegate innovation:
“Innovation
distinguishes
between a leader and
a follower’’
Steve Jobs.
Innovation Leadership
“In the most innovative companies, senior executives didn’t
just delegate innovation; their own hands were deep in the
innovation process…
55. SIX THINKING HATSSIX THINKING HATS
Leading & Managing
Change
Six Hats in Innovation &
Creativity
Workshop on real
application of Hats
Summary & debrief
Day2
56. Principal Consultant for Lean Management.
Certified Kaizen Specialist & TPM with 30 over
years working experience.
Provides Technical Consulting Services on TPM,
Kaizen, Cellular system & Moonshine set up.
An Innovator with Mechanical background that
adopts Green Living. Innovates by Recycling and
Reusing Idle resources to eliminate waste to add
Value to promote Green.
Founder of Tim’s Waterfuel, an alternative Hydroxy
fuel supplement using Water that adds power and
reduce Co2 emission on automobiles.
An NGO Community worker for Prison, Drug
Rehabilitation and CREST North (Crisis Relieve &
Training) Malaysia, an organization that respond to
Crisis & Flood.
Timothy Wooi
Add: 20C, Taman Bahagia, 06000,
Jitra, Kedah
Email: timothywooi2@gmail.com
H/p: 019 4514007 (Malaysia)
SIX THINKING HATSSIX THINKING HATS
Editor's Notes
Socrates used to point out ‘what was wrong’ to clarify the concepts – Plato believed that we can see only shadows of truth as we go through life – Aristotle believed that people would put together different ‘boxes’ in their mind based on their experience & judge things into one of those boxes – So, traditional thinking is concerned with “what is” which is determined by analysis, judgment & argument. It is not constructive or creative and doesn’t involve design
Socrates used to point out ‘what was wrong’ to clarify the concepts – Plato believed that we can see only shadows of truth as we go through life – Aristotle believed that people would put together different ‘boxes’ in their mind based on their experience & judge things into one of those boxes – So, traditional thinking is concerned with “what is” which is determined by analysis, judgment & argument. It is not constructive or creative and doesn’t involve design
Socrates used to point out ‘what was wrong’ to clarify the concepts – Plato believed that we can see only shadows of truth as we go through life – Aristotle believed that people would put together different ‘boxes’ in their mind based on their experience & judge things into one of those boxes – So, traditional thinking is concerned with “what is” which is determined by analysis, judgment & argument. It is not constructive or creative and doesn’t involve design
Socrates used to point out ‘what was wrong’ to clarify the concepts – Plato believed that we can see only shadows of truth as we go through life – Aristotle believed that people would put together different ‘boxes’ in their mind based on their experience & judge things into one of those boxes – So, traditional thinking is concerned with “what is” which is determined by analysis, judgment & argument. It is not constructive or creative and doesn’t involve design
This method improves your understanding of the other people taking part in a discussion. You avoid controversies by discussing a topic in parallel without going backward and forward between the advantages and disadvantages of a proposal.
Constant change is essential in today’s era.
To stay competitive, you must simultaneously manage the present and plan the future.
The problem is, you can’t have the same people doing both jobs.
If present time People with operational responsibilities are asked to think about the future, they will kill it.
Without Change for the better (Kaizen), there will be no Continuous Improvement to be Competitive in the current Global competition.
For our students to live and succeed in the world they live in, they will need for an increased focus on communication, collaboration, and creativity (the new “3 C’s” of education) and an emphasis on teaching students to use technology in order to learn how to learn, solve problems, and think creatively.
As technology becomes more integral in our lives, the ability to adapt and change to use these new tools has become even more important. Educators often hear the phrase “21st Century Teaching and Learning. It means (the new “3 C’s” of education)
3C’s is about Collaborate, Communicate, Creativity
5C’s – 3C’s plus , Connect, & Critical Thinking
Learning Leadership in a Changing World provides much needed direction and support in the form of the 4R Model of Leadership—a theoretically sound, conceptually straightforward, and educationally powerful framework. The framework and content of the 4R Model replaces the charisma and competence images of leadership effectiveness with a fresh vision of 'good leadership' as virtue-based influence and provides a developmental framework to put this new perspective into practice.
Christensen: “In the most innovative companies, senior executives didn’t just delegate innovation; their own hands were deep in the innovation process… Their focus was innovation, so they actively engaged in questioning, observing, networking, and experimenting, which had a powerful imprinting effect on their organization and team.Because innovators excelled at the innovator’s DNA skills, they valued them in others, so much so that others within the organization felt that reaching the top required personal innovation capability. This expectation helped foster an innovation focus throughout the company. If top executives want innovation, they need to stop pointing fingers at someone else and take a hard look at themselves.