Six Thinking Hats
®
As a Meeting Management Tool
Presented by:
Resources Unlimited
www.ResourcesUnlimited.com
www.deBonoOnline.com
Copyright 2000. The McQuaig Group Inc.
1
Benefits Of The
Six Thinking Hat Framework
Parallel
Adversarial
Improve Exploration
Save Time
Improve Creativity & Innovation
Foster Collaborative Thinking
Copyright 2000. The McQuaig Group Inc.
2
The Originator
Dr. Edward de Bono
• M.D., Ph.D., (philosophy, medicine
& psychology), Rhodes scholar
• World-renowned consultant to
business, governments, schools
and industry
• Author of 62 books in 40
languages
• Originator of Six Thinking Hats,
Lateral Thinking and Direct
Attention Thinking Tools
Copyright 2000. The McQuaig Group Inc.
3
Results Around The
World
• Since 1993 over 200,000 trained
• In use by many of the largest & most
successful organizations worldwide
• Works well in different cultures
• Applies at all levels & across
disciplines
Copyright 2000. The McQuaig Group Inc.
4
The Basics
• There are six different imaginary hats that
you can put on or take off.
• Think of the “hats” as thinking icons.
• 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.
5
Copyright 2000. The McQuaig Group Inc.
Blue Hat
Managing The Thinking
White Hat
Setting The Focus
Making Summaries
Overviews  Conclusions
Action Plans
Information & Data
Black Hat
Why It May Not Work
Neutral & Objective
Checked & Believed Facts
Missing Information &
Where To Source It
Cautions  Dangers
Problems  Faults
Logical Reasons
Must Be Given
FOCUS
Yellow Hat
Red Hat
Why It May Work
Values & Benefits
(Both Known & Potential)
The Good In It
Logical Reasons
Must Be Given
Feelings & Intuition
Green Hat
Emotions Or Hunches
“At This Point”
No Reasons or Justification
Keep It Short
Creative Thinking
Possibilities  Alternatives
New Ideas  New Concepts
Overcome Black Hat
Problems & Reinforce Yellow
Hat Values
Copyright 2000. The McQuaig Group Inc.
6
Blue Hat
Managing The Thinking
White Hat
Setting The Focus
Making Summaries
Overviews  Conclusions
Action Plans
Information & Data
Black Hat
Why It May Not Work
Neutral & Objective
Checked & Believed Facts
Missing Information &
Where To Source It
Cautions  Dangers
Problems  Faults
Logical Reasons
Must Be Given
FOCUS
Yellow Hat
Red Hat
Why It May Work
Values & Benefits
(Both Known & Potential)
The Good In It
Logical Reasons
Must Be Given
Feelings & Intuition
Green Hat
Emotions Or Hunches
“At This Point”
No Reasons or Justification
Keep It Short
Creative Thinking
Possibilities  Alternatives
New Ideas  New Concepts
Overcome Black Hat
Problems & Reinforce Yellow
Hat Values
Copyright 2000. The McQuaig Group Inc.
7
Facilitator’s Role
• Define the focus of your thinking
• Plan the sequence and timing of the
thinking
• Ask for changes in the thinking if needed
• Handle requests from the group for
changes in the thinking
• Form periodic or final summaries of the
thinking for consideration by the team
Copyright 2000. The McQuaig Group Inc.
8
x
Participant’s Role
• Follow the lead of trained Six
Thinking Hats 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
Copyright 2000. The McQuaig Group Inc.
9
Six Thinking Hats
®
A Framework For Parallel Thinking In Teams
For information on becoming a Six Thinking
Hats leader / facilitator please contact:
Resources Unlimited
800.278.1292 or 515.278.1292
[email protected]
www.ResourcesUnlimited.com
Copyright 2000. The McQuaig Group Inc.
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Six Thinking Hats - de Bono Consulting