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    Thinking Hats Size A4 PDF

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    Sheila English
    The document discusses using Thinking Hats to structure a constructive discussion with a team to generate new ideas. It introduces the Thinking Hats technique created by Edward de Bono, which divides viewpoints into six colored "hats" - factual, emotional, logical, cautious, out of the box, and management. Participants take turns addressing an issue from the perspective of each hat, considering different viewpoints in a focused way. This helps avoid endless debates and creates a meaningful discussion, uncovering new solutions. The document provides guidance on how to implement Thinking Hats to enhance team discussions and problem solving.

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    © All Rights Reserved
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    Thinking Hats Size A4 PDF

    Uploaded by

    Sheila English
    109 views3 pages
    The document discusses using Thinking Hats to structure a constructive discussion with a team to generate new ideas. It introduces the Thinking Hats technique created by Edward de Bono, which divides viewpoints into six colored "hats" - factual, emotional, logical, cautious, out of the box, and management. Participants take turns addressing an issue from the perspective of each hat, considering different viewpoints in a focused way. This helps avoid endless debates and creates a meaningful discussion, uncovering new solutions. The document provides guidance on how to implement Thinking Hats to enhance team discussions and problem solving.

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    Thinking-Hats-Size-A4.pdf

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    The document discusses using Thinking Hats to structure a constructive discussion with a team to generate new ideas. It introduces the Thinking Hats technique created by Edward de Bono, which divides viewpoints into six colored "hats" - factual, emotional, logical, cautious, out of the box, and management. Participants take turns addressing an issue from the perspective of each hat, considering different viewpoints in a focused way. This helps avoid endless debates and creates a meaningful discussion, uncovering new solutions. The document provides guidance on how to implement Thinking Hats to enhance team discussions and problem solving.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    109 views3 pages

    Thinking Hats Size A4 PDF

    Uploaded by

    Sheila English
    The document discusses using Thinking Hats to structure a constructive discussion with a team to generate new ideas. It introduces the Thinking Hats technique created by Edward de Bono, which divides viewpoints into six colored "hats" - factual, emotional, logical, cautious, out of the box, and management. Participants take turns addressing an issue from the perspective of each hat, considering different viewpoints in a focused way. This helps avoid endless debates and creates a meaningful discussion, uncovering new solutions. The document provides guidance on how to implement Thinking Hats to enhance team discussions and problem solving.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    21

    I want to
    generate new ideas
    GENERALLY LOOK AHEAD DEVELOP A CLEAR VISION
    by framing a
    CLARIFY MY AIMS COLLECT INPUT FROM OTHERS KNOW MY AUDIENCE GENERATE NEW IDEAS TEST & IMPRO

    constructive discussion
    with my team.
    }
    THINKING HATS LEVEL OF INVOLVEMENT
    INSPIRED BY
    de Bono, E. (1985) Six Thinking Hats. USA: Little, Brown and Company.

    PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
    REQUIRES SOME DIALOGUE with colleagues/peers.
    Plan for some time to interact and fill out in
    collaboration over a day maybe.

    Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT

    PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
    PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
    21
    THINKING HATS

    What is it & ? HOW TO USE IT


    why should There are two ways of using the Thinking Hats:
    1.Everyone ‘wears’ the same hat at the same time. Choose one
    be conducted one after the other, instead of simultaneously.
    There is no correct order for which hat comes first or last, but

    I do it?
    of the hats and ask everyone to contribute to the discussion from for the first few times, it may be easiest to use the sequence as
    that hat’s point of view. Each of the six hats is used to discuss indicated on the worksheet (from factual to management).
    an issue. The use of these hats may seem artificial at first, but once you
    2.Everyone ‘wears’ a different hat and the topic is discussed go through the exercise a few times, the advantage becomes
    from multiple points of view. All hats need to contribute suffi- evident.
    ciently to the discussion. Hats can be switched around during If ‘hats’ are not appropriate for the situation just use T-shirts,
    Thinking Hats allow a range of different viewpoints and per- the discussion, forcing people to look at the issue differently. badges, or cards with the themes of the hats on them.
    spectives to be brought into a discussion, whilst still keeping the Both approaches help teams to engage in critical discussions.
    focus on the issue at hand. It’s a technique which can be used to The hats break up the conversation into focused parts that can
    encourage people to look at a topic from a number of different per-
    spectives, making what might be a very complex issue a stimulat-
    ing focus point for conversation. The team learns how to separate
    thinking into six clear functions and roles, getting them to look
    at all sides of an issue. Structuring the conversation around these
    different viewpoints helps avoid endless, free flowing debates
    around topics, and instead helps create a meaningful, focused dis-
    cussion. This technique was popularised in the book Six Thinking
    Hats (De Bono E. 1985). FACTUAL EMOTIONAL LOGICAL
    O TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You

    Each hat is a different theme, which indicates a particular view-


    point. In a group setting all team members think about a topic us-
    ing the range of hats, helping them focus on the topic from each
    viewpoint atImpact
    Development a time. This PRACTICAL
    & You also helps getting
    TOOLS contributions
    TO TRIGGER from
    & SUPPORT SOCIAL all
    INNOVATION

    team members. This range of viewpoints can uncover new ways


    to address a particularly difficult problem, for instance by making
    an overly familiar issue feel ‘strange’ again, and it helps teams to
    develop a shared understanding. CAUTIOUS OUT OF THE MANAGEMENT
    O TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You BOX

    Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
    21
    I want to generate new ideas
    by framing a constructive discussion with my team THINKING HATS

    FACTUAL EMOTIONAL LOGICAL CAUTIOUS OUT OF THE BOX MANAGEMENT

    PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You

    Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INN

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