1 six thinking hats ® a framework for parallel thinking in teams

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Six Thinking HatsSix Thinking Hats®®

A Framework For Parallel A Framework For Parallel Thinking In TeamsThinking In Teams

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Today’s Purpose Today’s Purpose

Review the key points on the Review the key points on the participant online overviewparticipant online overview

Practice using the parallel Practice using the parallel thinking frameworkthinking framework

Answer questionsAnswer questions Review applicationsReview applications

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Key RemindersKey Reminders

The online overview is a general The online overview is a general introduction to prepare you to introduction to prepare you to participateparticipate

It is not a training course in It is not a training course in leadingleading the use of the framework the use of the framework

Use the Six Hat framework under Use the Six Hat framework under the direction of your trained Six the direction of your trained Six Thinking Hat facilitator (full 1 day Thinking Hat facilitator (full 1 day course)course)

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Results Around Results Around The WorldThe World

Since 1993 over 200,000 trainedSince 1993 over 200,000 trained In use by many of the largest & In use by many of the largest &

most successful organizations most successful organizations worldwideworldwide

Works well in different culturesWorks well in different cultures Applies across all levels & Applies across all levels &

disciplinesdisciplines

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The OriginatorThe Originator

Dr. Edward deDr. Edward de BonoBono M.D., Ph.D., (philosophy, M.D., Ph.D., (philosophy,

medicine & psychology), medicine & psychology), Rhodes scholarRhodes scholar

World-renowned consultant to World-renowned consultant to business, governments, business, governments, schools and industryschools and industry

Author of 62 books in 35 Author of 62 books in 35 languageslanguages

Originator of Six Thinking Originator of Six Thinking Hats, Lateral Thinking and Hats, Lateral Thinking and Direct Attention Thinking ToolsDirect Attention Thinking Tools

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The Need To ImproveThe Need To Improve

Three main problems with our Three main problems with our currentcurrent methods of thinking in methods of thinking in teams?teams?

Differing PerceptionsDiffering Perceptions ComplexityComplexity Adversarial ApproachAdversarial Approach

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THE PRIMATE COMMITTEE THINKING EXPERIMENT Start with a cage containing five apes. In the cage hang a banana on a string and put stairs under it. Before long an ape will go to the stairs and start to climb toward the banana. As soon as he touches the stairs, spray all of the apes with cold water. After a while, another ape makes an attempt with the same results – all the apes are sprayed with cold water. Turn off the cold water. If, later, another ape tries to climb the stairs, the other apes will try to prevent it even though no water is sprayed. Now, remove one ape from the cage and replace it with a new one. The New ape sees the banana and wants to climb the stairs. To his horror, all of the other apes attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five apes and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm! Again, replace a third of the original apes with a new one. The new one makes to the stairs and is attacked as well. Two of the four apes that beat him have no idea why they were not permitted to climb the stairs, or why they are participating in the beating of the newest ape. After replacing the fourth and fifth of the original apes, all apes which have been sprayed with cold water have been replaced. Nevertheless, no ape ever again approaches the stairs. Why not? “Because that’s the way it’s always been done around here!” Sound familiar?

http://www.gorilla-haven.org/ghphotos/nina-alafia-naku-akenji(betsyhall).jpg

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THE PRIMATE COMMITTEE THINKING EXPERIMENT Start with a cage containing five apes. In the cage hang a banana on a string and put stairs under it. Before long an ape will go to the stairs and start to climb toward the banana. As soon as he touches the stairs, spray all of the apes with cold water. After a while, another ape makes an attempt with the same results – all the apes are sprayed with cold water. Turn off the cold water. If, later, another ape tries to climb the stairs, the other apes will try to prevent it even though no water is sprayed. Now, remove one ape from the cage and replace it with a new one. The New ape sees the banana and wants to climb the stairs. To his horror, all of the other apes attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. Next, remove another of the original five apes and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm! Again, replace a third of the original apes with a new one. The new one makes to the stairs and is attacked as well. Two of the four apes that beat him have no idea why they were not permitted to climb the stairs, or why they are participating in the beating of the newest ape. After replacing the fourth and fifth of the original apes, all apes which have been sprayed with cold water have been replaced. Nevertheless, no ape ever again approaches the stairs. Why not? “Because that’s the way it’s always been done around here!” Sound familiar?

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Benefits Of TheBenefits Of The Six Thinking Hat FrameworkSix Thinking Hat Framework

ParallelParallel AdversarialSave Time

Improve Exploration

Improve Creativity & Innovation

Foster Collaborative ThinkingMove from Problem Solving to Opportunity Identification

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““Ninety Percent of all thinking mistakes Ninety Percent of all thinking mistakes by adults are mistakes in perception, by adults are mistakes in perception,

not mistakes in logic.”not mistakes in logic.”

Dr. Edward de BonoDr. Edward de Bono

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Basics To ParticipateBasics To Participate

Six different Six different imaginaryimaginary hats to put on hats to put on or off. Each hat is a different color and or off. Each hat is a different color and represents a different type or mode of represents a different type or mode of thinking.thinking.

We all wear the same hat (do the same We all wear the same hat (do the same type of thinking) at the same time.type of thinking) at the same time.

When we change hats, we change our When we change hats, we change our thinking.thinking.

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White HatWhite HatInformation & DataNeutral & Objective

Checked & Believed FactsMissing Information &

Where To Source It

FOCUSFOCUS

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Red HatRed HatFeelings & IntuitionFeelings & Intuition

Emotions Or Hunches “At This Point”

No Reasons or JustificationKeep It Short

FOCUSFOCUS

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Yellow HatYellow HatWhy It May WorkValues & Benefits

(Both Known & Potential)The Good In It

Logical Reasons Must Be Given

FOCUSFOCUS

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Cautions DangersProblems Faults

Logical Reasons Must Be Given

FOCUSFOCUS

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Green HatGreen HatCreative Thinking

Possibilities Alternatives New Ideas New Concepts

Overcome Black Hat Problems & Reinforce Yellow Hat Values

FOCUSFOCUS

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Blue HatManaging The Thinking

Setting The FocusMaking Summaries

Overviews ConclusionsAction Plans

FOCUSFOCUS

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Blue HatBlue HatManaging The Thinking

Setting The FocusMaking Summaries

Overviews ConclusionsAction Plans

Green HatGreen HatCreative Thinking

Possibilities Alternatives New Ideas New Concepts

Overcome Black Hat Issues Reinforce Yellow Hat Values

Black HatBlack Hat

Why It Why It May NotMay Not Work WorkCautions DangersProblems Faults

Give Logical Reasons

Yellow HatYellow HatWhy It May Work

Values & Benefits(Both Known & Potential)

The Good In ItGive Logical Reasons

Red HatRed HatFeelings & Intuition Emotions Or Hunches

“At This Point”No Reasons or Justification

Keep It Short

White HatWhite HatInformation & Data

Neutral & ObjectiveChecked & Believed Facts

Missing Information & Where To Source It

FOCUSFOCUS

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Your Facilitator’s Your Facilitator’s RoleRole

Define the focus of your thinkingDefine the focus of your thinking Plan the sequence and timing of the Plan the sequence and timing of the

thinkingthinking Ask for changes in the thinking, if Ask for changes in the thinking, if

neededneeded Handle requests from group for Handle requests from group for

changes in thinkingchanges in thinking Form periodic or final summaries of the Form periodic or final summaries of the

thinking for consideration by the teamthinking for consideration by the team

x

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Your RoleYour Role

Follow the lead of your trained Follow the lead of your trained facilitatorfacilitator

Stick to the hat (type of thinking) that Stick to the hat (type of thinking) that is in current useis in current use

Try to work within the time limitsTry to work within the time limits

Contribute honestly & fully under Contribute honestly & fully under each hateach hat

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Sequence Use Sequence Use & Single Use& Single Use

Sequence Use - The Blue Hat leader Sequence Use - The Blue Hat leader designs a sequence for the team to designs a sequence for the team to follow, but may make adjustments as follow, but may make adjustments as needed needed (without this method, we would be only Red or Black )(without this method, we would be only Red or Black )

Single Use - The Blue Hat leader may Single Use - The Blue Hat leader may ask for the use of a single hat at a ask for the use of a single hat at a time as neededtime as needed

(it helps when you know you won’t get argued; All (it helps when you know you won’t get argued; All agree to say same thing, help each other.)agree to say same thing, help each other.)

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““The important thing is to not The important thing is to not

stop questioning.”stop questioning.” Albert EinsteinAlbert Einstein

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Example Example ExerciseExercise

Recently a public zoo began experimenting with a new feeding method for many of the carnivorous animals in the facility. Instead of giving them simply meat at feeding times, they released live prey into their large "natural setting" type enclosures. In some cases an overabundance of other small mammals in the zoo provided an on site food source. The regular feeding times were not altered.

This experiment has caught the attention of several zoos in North America. Discuss this idea and see if you think it would work here in the United States?

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Example Example ExerciseExercise

Imagine that this proposal has Imagine that this proposal has been madebeen made

1.1. BlueBlue - 1/2 min. - 1/2 min. 5.5. GreenGreen - 1 1/2 - 1 1/2 min.min.

2.2. WhiteWhite - 1 min.- 1 min. 6.6. Red Red - 3/4 min. - 3/4 min. 3.3.YellowYellow - 1 1/2 min. - 1 1/2 min. 7.7. BlueBlue - 1 min.- 1 min.

4.4. BlackBlack - 1 1/2 min. - 1 1/2 min.

It’s a good idea to do another (Yellow + Black) after getting some ideas.

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PARALLEL THINKING ASSESSMENT

title

GENERAL DESCRIPTION OF THE IDEA/CONCEPT/PROPOSAL (Description of the straw man proposal?

WHITE HAT (What relevant data or information do you/we already have about this straw man proposal? What additional data or information should be obtained about this straw man proposal? Where might we source it?

YELLOW HAT (What are the potential benefits and values of this straw man proposal? Who would benefit and how would they benefit? What makes you think this straw man proposal?

BLACK HAT (What do you see as the potential weaknesses, problems or faults in the straw man proposal? What are the possible difficulties or cautions to be considered? Why might it not work?)

GREEN HAT (What are some ways to possibly overcome the problems or faults you have identified? What modifications or options that might make this straw man proposal better or more acceptable?)

RED HAT (What is your personal intuition or gut feel about the do-ability or potential impact of this straw man proposal? Potential Impact (How big might the impact of this straw man proposal?) Circle or Underline Only One 1. Low 2. Moderate 3. Medium 4. Significant 5. High

Do-Ability (How do-able is this straw man proposal HP?) Circle or Underline Only One 1. Very Difficult 2. Moderately Difficult 3. Medium 4. Relatively Easy 5. Very Easy

A "straw-man proposal" is a simple draft proposal intended to generate discussion of its disadvantages and to provoke the generation of new, better, proposals. As the document is revised, it may be given other edition names

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There is no such thing as “Objective Discussion”, we all have There is no such thing as “Objective Discussion”, we all have opinions that we start with and using the data we are trying to build opinions that we start with and using the data we are trying to build

a Case for it.a Case for it.Normally the Problem is: People will finally Normally the Problem is: People will finally agreeagree on on

something that they something that they were not bought in.were not bought in.

6-Hats is a framework for Thinking/Exploring in teams 6-Hats is a framework for Thinking/Exploring in teams that …that … Reduces argument / DriftReduces argument / Drift Rapid Rapid PerceptionPerception Sharing Sharing Promotes idea generation (safe time &place)Promotes idea generation (safe time &place) Reduces timeReduces time Better ResultsBetter Results

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GENERATINGGENERATING

AlternativesAlternatives

Participant OverviewParticipant Overview

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“We can analyze the past, but we must design the future.”

Dr. Edward de Bono

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There was a time that efficiency and problem There was a time that efficiency and problem solving were enough, but today, these just provide solving were enough, but today, these just provide

the Baseline.the Baseline. PROVOCATIVE OPERATION (PO)PROVOCATIVE OPERATION (PO)

The incoming information organize itself in a The incoming information organize itself in a sequence of temporary state. They are routine sequence of temporary state. They are routine patterns.patterns.

WhenWhen do you set yourself to look for do you set yourself to look for New New Alternatives?Alternatives?

To get a To get a New IdeaNew Idea, we need to Start on a , we need to Start on a New PointNew Point. . How? Use chance ,,, How? Use chance ,,, A Random WordA Random Word… when brain is … when brain is trying to trying to connectconnect that that random wordrandom word to the to the SubjectSubject, it , it goes through a Diff. routes which you didn’t know goes through a Diff. routes which you didn’t know before. before.

(use 3 attributes of that word, and force yourself to (use 3 attributes of that word, and force yourself to find ideas, don’t explain how you got that idea.)find ideas, don’t explain how you got that idea.)

Lateral

PO

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What is an alternative ….What is an alternative ….

For gluing two pieces of wood For gluing two pieces of wood together?together?

What is the connection between What is the connection between these options?these options?

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Alternatives are not randomAlternatives are not random

There is always a connectionThere is always a connection

We seldom clearly define these We seldom clearly define these connections or “fixed points” connections or “fixed points”

““Fixed Points” = “Concepts”Fixed Points” = “Concepts”

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Why Look For Concepts?Why Look For Concepts? Identifying and working with concepts Identifying and working with concepts

drives the generation of more ideasdrives the generation of more ideas

Identifying and working with concepts Identifying and working with concepts drives breadth in the thinkingdrives breadth in the thinking

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AlternativesAlternativesThe Concept TriangleThe Concept Triangle

Purpose or Objective

First Idea or Alternative

Concept

Second Idea

Third Idea

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AlternativesAlternativesThe Concept TriangleThe Concept Triangle

Reduce Downtown Litter

Fine Those That Litter

Ways To Punish People For Littering

Make Them Serve Time Picking Up

Litter

Put Their Picture In

Newspaper

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“Nothing is more dangerous than an

idea when it is the only one you have.” Emile Chartier,

French Philosopher

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AlternativesAlternativesSelecting & Defining ConceptsSelecting & Defining Concepts

Be very precise about the Be very precise about the concept concept

Choose the concept carefullyChoose the concept carefully

Look for multiple conceptsLook for multiple concepts

Begin the concept statement Begin the concept statement with with “Ways to…”“Ways to…” or or “Methods “Methods of…”of…” and use at least 6-7 words and use at least 6-7 words

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The Three Key Questions to The Three Key Questions to AskAsk

1. What is the concept behind the idea 1. What is the concept behind the idea being expressed?being expressed?

2. Are there any other ways (ideas or 2. Are there any other ways (ideas or alternatives) to carry out the alternatives) to carry out the concept?concept?

3. Are there any other concepts?3. Are there any other concepts?

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AlternativesAlternativesThe Concept FanThe Concept FanPurpose or Objective

First Idea or

Alternative

Second Idea

Third Idea

Concept

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AlternativesAlternativesKey Things To RememberKey Things To Remember

1. 1. Individual idea generation time is valuable to Individual idea generation time is valuable to reduce channeling, maintain fidelity and drive reduce channeling, maintain fidelity and drive efficiency.efficiency.

2. Extract concepts from 2. Extract concepts from individualindividual ideas. Do not ideas. Do not group ideas first.group ideas first.

3. Then, find the 3. Then, find the ConceptConcept behind those ideas; try to behind those ideas; try to make a lots of concepts. Don’t look for Similarities.make a lots of concepts. Don’t look for Similarities.

Say: “Ways to….” Say: “Ways to….”

4. Then, generate more 4. Then, generate more ideasideas for each Concept. for each Concept.

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AlternativesAlternativesThe Concept FanThe Concept Fan

Purpose or Objective

Concepts

Ideas

Ideas on how to get the persons in two on site departments to work more effectively and closely together

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OBJOBJ: Reduce Downtown Litter

IDEAIDEA: Fine Those That

Litter

IDEAIDEA: Serve Time Picking

Up Litter

IDEAIDEA: Put Picture In

Newspaper

CONCEPTCONCEPT: Ways To Punish For Littering

1.1. What is the concept behind the idea?

2.2. Are there any other ways to carry out that concept?

3.3. Are there any other concepts?

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Example ExerciseExample Exercise

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Create a posting board

divided into an urgent

vs important

grid

Create a posting board

divided into an urgent

vs important

grid

Ways to better

organize the sticky

notes after they

are written

Ways to better

organize the sticky

notes after they

are written

Concept Fan ExampleConcept Fan Example Concept Fan ExampleConcept Fan Example

OBJECTIVE:

Generate ideas on how to make

sticky notes more popular

OBJECTIVE:

Generate ideas on how to make

sticky notes more popular

Create a to-do list board so notes can be posetd

and re-arranged

Create a to-do list board so notes can be posetd

and re-arranged

Ways to more easily

transport sticky notes after

writing

Ways to more easily

transport sticky notes after

writing

Print a blank

smiley face on the note so

sender can indicate an

emotion

Print a blank

smiley face on the note so

sender can indicate an

emotion

Notes that look like were torn out –

rough edges

Notes that look like were torn out –

rough edges

Have uniquely shaped notes that

visually communicate even without reading

Have uniquely shaped notes that

visually communicate even without reading

Create rolls of sticky notes

that can be

dispensed in any length

Create rolls of sticky notes

that can be


Have an urgent vs important grid pre-printed

Have an urgent vs important grid pre-printed

Have pre-printed

checkable boxes to indicate things

Have pre-printed


Make them where

they will not stick

to pockets,

etc. when carried

Make them where

they will not stick

to pockets,

etc. when carried

Ways to make it

easier for sender to

clearly indicate

something

Ways to make it

easier for sender to

clearly indicate

something

Ways to have sticky

notes indicate

something in a unique and fun way

Ways to have sticky

notes indicate

something in a unique and fun way

Ways to provide more

flexibility to the user

Ways to provide more

flexibility to the user

Ways to use shapes to indicate

something or enhance

the message


something or enhance

the message

RandoRandom Wordm WordRandoRando

m Wordm Word

““oniononion””

““oniononion””

Create a small book with clear

plastic pages to

store notes for

travel


plastic pages to

store notes for

travel

Ways to use texture to

indicate something or enhance

the message

Ways to use texture to

indicate something or enhance

the message

Emboss an image to match

the fragrance

on the note

Emboss an image to match

the fragrance

on the note

First – Generate some ideas.

Add scents & colors to

help get message across -

scratch & sniff!!!

Add scents & colors to

help get message across -

scratch & sniff!!!

“Are there any

Ask – “What is the concept behind this idea?”

Ask – “Are there any other ways to carry out this concept?”

Ask – “Are there any other concepts?

Ask – “Are there any other ways to carry out this

concept?”

This offer seems a

little fishy if you ask me!

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Create a posting board divided into an urgent vsimportant

grid

Create a posting board divided into an urgent vsimportant

grid

Ways to better

organize the sticky notes after they are written

Ways to better

organize the sticky notes after they are written

Concept Fan ExampleConcept Fan ExampleConcept Fan Example

OBJECTIVE:

Generate ideas on how to make sticky notes more popular

OBJECTIVE:

Generate ideas on how to make sticky notes more popular

Create a to-do list board so notes can

be posetd and re- arranged

Create a to-do list board so notes can

be posetd and re- arranged

Ways to more easily

transport sticky notes after writing

Ways to more easily

transport sticky notes after writing

Print a blank smiley face on

the note so sender can indicate an

emotion

Print a blank smiley face on

the note so sender can indicate an

emotion

Notes that look like

were torn out – rough edges

Notes that look like

were torn out – rough edges

Have uniquely shaped notes that visually communicate even without

reading

Have uniquely shaped notes that visually communicate even without

reading

Create rolls of sticky

notes that can be


Create rolls of sticky

notes that can be


Have an urgent vs

important grid pre- printed

Have an urgent vs

important grid pre- printed

Have pre-printed


Have pre-printed


Make them where they

will not stick to pockets, etc. when carried

Make them where they

will not stick to pockets, etc. when carried

Ways to make it easier for

sender to clearly indicate

something

Ways to make it easier for sender to

clearly indicate

something

Ways to have sticky notes

indicate something in a unique and fun

way

Ways to have sticky notes

indicate something in a unique and fun

way

Ways to provide more flexibility to

the user

Ways to provide more flexibility to

the user


something or enhance the

message



message

Random Word

Random Random WordWord

“onion”““oniononion””


plastic pages to store notes

for travel


plastic pages to store notes

for travel

Ways to use texture to indicate


message

Ways to use texture to indicate


message

Emboss an image to

match the fragrance on

the note

Emboss an image to

match the fragrance on

the note

First – Generate some ideas.

Add scents & colors to help get message

across -scratch &

sniff !!!

Add scents & colors to help get message

across -scratch &

sniff !!!“Ae there an“Are there any

Ask – “What is the concept behind this idea?”



Ask – “Are there any other concepts?


This offer seems a little fishy if you ask me!

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“The best way to get good ideas is to get lots of ideas and throw out the bad ones.”

Linus PaulingNobel Prize Winner in Physics

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1. Who is this de Bono guy that you are talking about? Dr. Edward de Bono is a 70 year old Rhodes Scholar that was born in Malta. His background includes degrees in medicine, philosophy and psychology and faculty appointments in Oxford, Cambridge, Harvard and the University of London. With over 30 years of experience in consulting in business and education he is accepted as the world’s leading expert in the development of thinking skills in general and specifically creative thinking skills. 2. Why don’t we just do the brainstorming that we have always done? Brainstorming is a method that was developed in 1936 for the advertising industry. While there are a number of strengths inherent in the method, there are also some weaknesses. The Lateral Thinking skills capitalize on the strengths; even enhance them, while diminishing the weaknesses. 3. Won’t this take a lot longer? Speed isn’t the real goal. We are working on an important issue here and perhaps a bit more time using deliberate skills will bring us a better result. Can you at least give it a chance? 4. This seems really structured…won’t that inhibit our creativity? The belief that structure inhibits creativity is a flawed one. It is based on the assumption that all creativity comes from the removal of inhibitions. Just removing inhibitions in not enough. Without skills even the uninhibited individual will not be creative unless they have the “natural creativity” that very few individuals possess. With learned skills and deliberate structure we can harness and direct the application of those learned skills. 5. How come you want us to work alone? Seems like we are missing the

opportunity to build on others ideas. Later in the process we will have the opportunity to collaborate in the way that you are used to – like brainstorming. However, we want your original thoughts first so that each of us can later build on all of the ideas that each of us might have. If we don’t work individually first we run the risk of channeling down a very few solution paths and might miss opportunities to broaden our overall thinking efforts. Additionally, we can simply get more ideas in the same time if we work individually – by working in parallel instead in serial. Lastly we want you to record your own ideas so that we get them recorded as accurately as possible.

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1. Why can’t we just group the ideas we have generated into categories

first in order to get the concepts? Grouping ideas after fact will lead to our finding a smaller number of concepts and they will tend to be at a very high level. This can easily inhibit our future efforts to get a more complete and robust solution set. 2. What do you mean that we need to break down this concept because it

is too broad? Why? If the concepts are too broad we might miss an opportunity. We want as many individual concepts as we can early on so that we have more “thinking paths” to explore. 3. I don’t always get and idea when I try random entry. Am I doing

something wrong? Remember that these techniques are not a guarantee of a creative result. However, they do increase the probability. We want to continue to make the deliberate effort knowing that we are increasing the probability by using the skills. Creativity is a lot like R & D. We can’t guarantee that every time you put effort into R & D that we will get a result, but we can guarantee that if you never put effort into R & D, you will never get a result. 4. Why are we timing the use of these tools? Timing is one of the three disciplines of thinking – focus, method and time. Timing the application relieves the thinker of the responsibility and anxiety of always getting a result every time. It is best to use the skills for short periods of time and then go on to another skill or method. 5. These concepts are similar. Let’s just combine them. Combining similar concepts will result in concepts that are too broad to drive good thinking. When in doubt, if two concepts are similar, leave them separate in the hopes that even a small measure of difference will result in new and more ideas. 6. Why should we wait until next meeting to decide on what we want to

do? We have some ideas to work with here. Allowing the thinking to perk or simmer for a while often results in more and better ideas. There is also the chance that others, outside the immediate team, will contribute. There is even the chance that accidental (or deliberate) random entry will also help.

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1. Why should we ask for input (ideas) from those other people? They don’t

have any expertise in our field. Remember that even bad or flawed ideas could lead us to good concepts that will then lead to more and different and better ideas. Anyone might contribute an idea that eventually takes us to new concepts and then to new ideas. 2. How come everyone doesn’t get the chance to vote in this prioritization? In the selection or “narrowing down” process we are applying judgment. We want the judgment to be based of knowledge in the field. It is also good to have the people that will be responsible for implementation to be part of the selection process. This way we get their buy-in and implementation will be enhanced. 3. Why should we let the boss come in and look at this concept fan? We’re not

finished yet. Eventually the boss (bosses or stakeholders) will receive our results and the more guidance they can provide along the way, the more likely we will be to produce a result that they can and will implement. Guidance at this point helps to focus our efforts in directions that have a greater chance of success. 4. We have selected these (top 6-10) ideas, so why don’t we just take the top

one and go with it? Think of these ideas as being raw material that needs to be “processed and refined.” If we judge them now or try to implement them in their current form we might miss a great opportunity. We need to try to deliberately build each of these ideas into something better. We should also consider looking at sets of ideas instead of single ideas to make the final solution more robust. 5. Why do you say we need at least 6-7 words in the concept statements we

write? Additional detail in a concept statement drives more concepts. It is better to have two or three clear concepts instead of a single vague one. With clear concepts our thinking efforts will be more productive and all team members can make the effort to generate ideas for each of the more specific concepts that come from a single vague concept.

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Six Thinking Hats (Parallel Thinking) Elevator Speech

Six Hats is Framework for thinking in teams that results in better decisions in less time because it facilitates a much faster and more complete exploration of the issue/subject. With the framework, the thinking is broken down into smaller units making it far simpler. And… since the team members think in parallel…less time is wasted in argument and drift. Individual perceptions are shared quickly and argument is greatly reduced. I’m excited about what it has done in my team. May I _____________________?

Lateral Thinking Elevator Speech Lateral Thinking is a series of tools that teams…and individuals can use to help produce new ideas and concepts in an organized and directed way. The tools can be used in either virtual meetings or physical meetings. Individual thinking and group collaboration are both included in the process. And…you end up with a tangible documentation of the results that can be used or even archived for future reference. (I really like the fact that this approach to team creativity even appeals to technical people and that it doesn’t involve any silly games that make some people so uncomfortable.) I’ve been surprised and pleased with the results we‘ve been able to produce in my team.

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LLLAAATTTEEERRRAAALLL TTTHHHIIINNNKKKIIINNNGGG™™™

CCChhhaaalllllleeennngggeee Never An Attack Why C (Cut) - Can We Drop It? Why B (Because) - Are the reasons valid? Why A (Alternatives) - Immediately seek

alternatives Checklist Of Current Thinking Dominating Ideas Boundaries Assumptions Essential Factors Avoidance Factors

RRRaaannndddooommm EEEnnntttrrryyy Use a purely random method to get a word then simply let your mind move forward to connect up with a new idea. (extract a principle, broad direction or use simple association) Nouns are usually best.

AAAlllttteeerrrnnnaaatttiiivvveeesss Move back from the first idea or alternative to identify the overall concept or fixed point. This is termed concept extraction. Once the concept is identified, new ideas and alternatives can be generated and new concepts can be identified. Keep moving back and forth from concept to idea. A concept fan can also be used when a large number of different ideas and concepts are needed. New

Ideas Concept

First Purpose/ Idea Objective

MMMooovvveeemmmeeennnttt Top-Of-The-Head - Make a general effort to move

forward to an idea. No special process is necessary. Extract Something - Extract a concept, principle,

feature or value and try to build a new idea around it.

Focus On The Difference - Focus on the points of difference between the normal way of doing things and the provocation.

Moment To Moment - Visualize in your mind the provocation being put into action and imagine what happens.

Positive Aspects - Focus on the positive aspects of the provocation and attempt to move on to a new idea.

Special Circumstances - Ask yourself if there are special circumstances where the provocation would have direct value.

FFFooocccuuusss General Area Focus - Defines the area,

but not the purpose of the thinking. Purpose Focus - A specific purpose or

desired outcome is defined or implied. Try alternative definitions

HHHaaarrrvvveeessstttiiinnnggg Specific Ideas - Immediately valuable, practical and usable Beginnings of Ideas - Not practical or usable, but interesting Concepts - Identify and extract any concepts from the ideas Approaches - Very broad concepts should be noted Changes - Note any changes in approaches or concepts Flavor - Note the general ”taste” of the entire session

PPPrrrooovvvooocccaaatttiiiooonnn Arising - When a bold or unusual, but illogical idea is

put forward (arises), not intended as a provocation, but is treated as one.

Reversal - Simply reverse the normal direction of action to create instability.

Escape - First, put down things taken for granted about the situation. Second, drop or escape from them to create instability.

Wishful Thinking - Create a “fantasy” desire that is very bold to create instability. Start with - “Wouldn’t it be nice if…”

Exaggeration – Greatly exaggerate weights, speeds, dimensions, volumes etc. either up or down to create instability.

TTTrrreeeaaatttmmmeeennnttt Shaping - Use real life constraints to mold the idea Tailoring - Similar to shaping, but deals more with resources Concept Extraction - Identify the concept behind the idea Strengthening - Make a deliberate effort to strengthen the idea Fault Correction - Make a deliberate effort to correct faults Focus On The Difference - Focus on the difference between the usual way and the way being proposed.

Generate Ideas

Challenge Alternatives/Concept Triangle & Fan Random Entry Provocation Movement

Capture & Work With Output Harvesting Treatment Assessment

Results: Creative Thinking

and New Ideas

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CCCooonnnccceeepppttt FFFaaannn A graphical way to display and work with ideas and concepts to drive the development of more ideas. The focus is be displayed above concepts and concepts above ideas/ alternatives. Extract the concepts from individual ideas instead of groups of ideas.

Repeatedly Ask These Three Questions 1. What is the overall concept behind the idea? 2. Are there any other ways (ideas) to carry out

the concept? 3. Are there any other concepts?

2000. The McQuaig Group Inc.

Select & Define Area Focus Purpose Focus List Several Definitions

Display Focus

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Concept Concept Concept Concept Concept Concept

FOCUS/ OBJECTIVE

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Idea Idea Idea

Idea Idea Idea Idea Idea

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Why do gorillas have big Why do gorillas have big nostrils?nostrils?

1 six thinking hats ® a framework for parallel thinking in teams

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