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Slide 1: 50 40 30 20 10 0 15 20 1st Qtr 2nd Qtr aid A fr . , gry …… An ited c Ex Six Thinking Hats An Edward De Bono Concept http://strategy-execution.blogspot.com
Slide 2: Objectives of Six Thinking Hats   Increase the constructive output from meetings and decrease meeting times Explore each situation or problem and generate alternatives that go beyond obvious solutions  Half Black & Half White Car  Use 'Parallel Thinking' techniques as a powerful alternative to Adversarial Thinking   Removes the “ego” from the discussion process De Bono uses the thinking "hat" metaphor because of familiar expressions such as “put on your thinking cap (hat)”
Slide 3: Results     ABB multinational project discussions from thirty days down to two days IBM reduced meeting times by one quarter Australian Cricket Team recognized the role played by Six Thinking Hats in World Cup 2003 victory Venezuela has formally introduced de Bono's thinking methods into the school curriculum  Does that have any link to their producing so many Miss Universe & Miss Worlds ??
Slide 4: Six Thinking Hats  Six Hats Reduce Confusion    The main difficulty with thinking is confusion We try to do too much at once. Emotions, information, logic, hope and creativity all crowd in on us. Why not try and do these different types of thinking one at a time  Six Hat Think Parallel  Everyone sees the same situation with a different perspective from everyone else     In arguments we try to best each other Facts versus opinions Positive possibilities versus negative possibilities Unrealistic expectations versus practicalities
Slide 5: Six Thinking Hats- Summary id fra , A …. gry … An ited c Ex 50 40 30 20 10 0 15 20 1st Qtr 2nd Qtr Emotional Focused Informative Positive Creative Cautious
Slide 6: The Green Hat- Creativity  Green Hat Role     Takes us out of usual patterns of thinking Generate new concepts and perceptions Brings momentum & breaks the rut Think “outside of the box”
Slide 7: Green Hats Professionals
Slide 8: Green Hat – Experience Sharing  Ideas come from everywhere. Even from Customers Everyone is expected is to have ideas! How they got used ? Not be territorial Spend some time every week on Green Hat     Google : One day a week on a project
Slide 9: Yellow Hat - Sunshine
Slide 10: Yellow Hat - Sunshine  Yellow Hat Purpose     See the good parts of even a bad idea Optimistic that a new idea will work Tend to see the valuable contributions in people’s ideas Usually positive and constructive
Slide 12: Yellow Hat Pays- Martin Seligman  Young Girls Smile   30 Years Later Questions on Divorce, Marital Satisfaction & Life Satisfaction  Similar Experiment with Young Undergrad Students 30 professions studied. Only in one the Optimists performed poorly 
Slide 13: Yellow Hat Role-Play
Slide 14: There’s Always a Bright Side  Bright Side of Global Warming: Bright Side of Marriage ?!! 
Slide 15: The Red Hat- Feelings, Intuition  Red Thinking Hat Purpose    The emotional perspective to an issue Convenient to switch in and out of the feeling mode Never attempt to justify feelings or provide a logical base for them Use of intuition Hunches about the best decision   id fra ,A . gry d…… An ite c Ex
Slide 16: Red Hat- Experience Sharing  Blink  Art Expert sees a 10 Million USD sculpture & realizes it is fake Masaru Ibuka & his herbal tea   Intuition  Benzene Ring in a Dream Archimedes in a Bath 
Slide 17: White Hat- Facts & Figures “In God we trust …..everyone else must bring data” 50 40 30 20 10 0 20 15 1st Qtr 2nd Qtr http://strategy-execution.blogspot.com
Slide 18: The White Hat - Information White Hat Role     What are the facts/information is available? Neutral and objective in presenting information - like a computer Distinguish facts and not in opinions Statistical evidence concerning a decision 50 40 30 20 10 0 15 20 1st Qtr 2nd Qtr
Slide 19: White Hat – Experience Sharing  Data is apolitical  Ethnic Divide in Texmaco  Ideas don’t get favoured  Releases people from pressure  Data throws New Insights  Most senior management complaints 50 40 30 20 10 0 15 20 1st Qtr 2nd Qtr
Slide 20: What Black Hat : Reality Check
Slide 21: What Black Hat is Not: Negativity
Slide 22: The Black Hat : Caution  Black Hat Role      Not argument; objective attempt to identify negative elements Project an idea into the future to see what may fail or go wrong Not to be used for negative feelings which should use Red Hat Quickly see why an idea will not work The “devil’s advocate”
Slide 23: Black Hat in Meetings  Timing of the Black Hat invocation  if the devil jumps in at the earliest stage, the idea never has a hope in hell, or ends up having its sharp edges smoothed over Big difference between someone crushing an idea based on spinning out possible negative scenarios, vs. someone who voices a genuine concern backed with real facts. "We tried that before and it didn't work." is probably the fastest way to stop an idea  Black Hat has to draw a fine line   Black Hat Overdone 
Slide 24: If only they listened to Black Hat …   Challenger Disaster Tsunami Disaster
Slide 25: The Blue Hat- Manager/Organizer  Blue Hat Role      Sets the focus, defines the problems, shapes the questions, determines the thinking tasks Responsible for overviews, summaries, & conclusions Monitors thinking, stops argument, enforces discipline Ensures the “rules of the game” are observed Focus on the big picture
Slide 26: Six Thinking Hats- Summary id fra , A …. gry … An ited c Ex 50 40 30 20 10 0 15 20 1st Qtr 2nd Qtr Emotional Focused Informative Positive Creative Cautious
Slide 27: Six Thinking Hats  Objectives of Six Hat Session The Great Debate Purpose of Six Thinking Hats Meanings & Usage of Six Hats Six Hat Group & Actual Exercise Use of Six Hats by Leaders     
Slide 28: Spouse has left the job & plans to start a Pizza Franhisee http://strategy-execution.blogspot.com
Slide 29: Spouse Starting a Pizza Franchise Yellow Hat · Quit your job and be your own boss · Free pizza · No commute       · Learn business principles · Your spouse can work for you · The franchise is affordable · The equipment is new · The location is in a good spot · College is near by  Red Hat · What is your gut feel about buying this franchise and why? •How do I feel being a franchisee owner? White Hat · How profitable is a Smoking Joes franchise? · How many pizza places are within five miles? · How many people in the area eat pizza? · What other kinds of places are there to eat near by? · Average sale value? Black Hat · Given our bank balance, can I really afford it? · Do we have the appropriate credentials to get a loan? · What is our POA if another food competitor moves in nearby? Green Hat · Why Smoking Joes? · How about another pizza place? · How about a Dosa Diner franchise? · Why buy a franchise, how about independent ownership? · Why buy a restaurant, why not a health club? Blue Hat · Control the meeting, the rules, and the flow of ideas.
Slide 30: Exercise :What Would You Do as a Leader ?  If the group is becoming jaded & seems to have fallen into a rut ?? If the team is discussing a Sensitive/Emotional Issue and team members are not forthright with their emotions If the team is cozy & in a ‘Yes Boss’ mood If the team has got carried away by a host of ideas in a meeting! If the team is become defensive & is not open to change    
Slide 31: 50 40 30 20 10 0 15 20 1st Qtr 2nd Qtr aid A fr . , gry …… An ited c Ex Thank You http://strategy-execution.blogspot.com
Slide 32: “You see, all the right things are written in books and research papers. The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace. That is execution. That is what makes the difference” Mukesh Ambani www.mastersungroup.com chandra@mastersunindia.com Sarvajeet : +91 9920803060 Jasravee : +91 9892301590 Office :+91 22 65209702 http://strategy-execution.blogspot.com