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Six Thinking HatsSix Thinking Hats

A Framework For ParallelA Framework For Parallel

Thinking In TeamsThinking In Teams


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Todays PurposeTodays Purpose

Review the key points on theReview the key points on the

participant online overviewparticipant online overview Practice using the parallel thinkingPractice using the parallel thinking

frameworkframework

Answer questionsAnswer questions Review applicationsReview applications


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Key RemindersKey Reminders

The online overview is a generalThe online overview is a general

introduction to prepare you tointroduction to prepare you to participateparticipate

It is not a training course inIt is not a training course in leadingleading thetheuse of the frameworkuse of the framework

Use the Six Hat framework under theUse the Six Hat framework under the

direction of your trained Six Thinking Hatdirection of your trained Six Thinking Hatfacilitator (full 1 day course)facilitator (full 1 day course)


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Results Aroundesults AroundThe Worldhe World

Since 1993 over 200,000 trainedSince 1993 over 200,000 trained

In use by many of the largest & mostIn use by many of the largest & mostsuccessful organizations worldwidesuccessful organizations worldwide

Works well in different culturesWorks well in different cultures

Applies across all levels & disciplinesApplies across all levels & disciplines


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The OriginatorThe Originator

Dr. Edward deDr. Edward deBonoBono

M.D., Ph.D., (philosophy,M.D., Ph.D., (philosophy,

medicine & psychology), Rhodesmedicine & psychology), Rhodes

scholarscholar

World-renowned consultant toWorld-renowned consultant tobusiness, governments, schoolsbusiness, governments, schools

and industryand industry

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

languageslanguages Originator of Six Thinking Hats,Originator of Six Thinking Hats,

Lateral Thinking and DirectLateral Thinking and Direct

Attention Thinking ToolsAttention Thinking Tools


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The Need To ImproveThe Need To Improve

Three main problems with ourThree main problems with our currentcurrentmethods of thinking in teams?methods of thinking in 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 abanana on a string and put stairs under it. Before long anape will go to the stairs and start to climb toward the banana.As soon as he touches the stairs, spray all of the apes withcold water. After a while, another ape makes an attemptwith the same results all the apes are sprayed with coldwater.

Turn off the cold water.

If, later, another ape tries to climb the stairs, the otherapes will try to prevent it even though no water issprayed.

Now, remove one ape from the cage and replace it with a new one. TheNew ape sees the banana and wants to climb the stairs. To his horror, all ofthe 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 newcomertakes part in the punishment with enthusiasm!

Again, replace a third of the original apes with a new one. The new onemakes 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 newestape.

After replacing the fourth and fifth of the original apes, all apes which havebeen sprayed with cold water have been replaced.

Nevertheless, no ape ever again approaches the stairs. Why not?

Because thats the way its always been done around here!

Sound familiar?


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THE PRIMATE COMMITTEE THINKING EXPERIMENT

Start with a cage containing five apes. In the cage hang abanana on a string and put stairs under it. Before long anape will go to the stairs and start to climb toward the banana.As soon as he touches the stairs, spray all of the apes withcold water. After a while, another ape makes an attemptwith 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 otherapes will try to prevent it even though no water issprayed.

Now, remove one ape from the cage and replace it with a new one. TheNew 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 ifhe 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 newcomertakes part in the punishment with enthusiasm!

Again, replace a third of the original apes with a new one. The new onemakes to the stairs and is attacked as well.

Two of the four apes that beat him have no idea why they were not permittedto climb the stairs, or why they are participating in the beating of the newestape.

After replacing the fourth and fifth of the original apes, all apes which havebeen sprayed with cold water have been replaced.

Nevertheless, no ape ever again approaches the stairs. Why not?

Because thats the way its 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 Solvingto Opportunity Identification


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Ninety Percent of all thinkingNinety Percent of all thinking

mistakes by adults are mistakes inmistakes by adults are mistakes inperception, not mistakes in logic.perception, not mistakes in logic.

Dr. Edward de Bonor. Edward de Bono


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Basics ToBasics To

ParticipateParticipate Six differentSix different imaginaryimaginary hats to put on orhats to put on or

off. Each hat is a different color andoff. Each hat is a different color and

represents a different type or mode ofrepresents a different type or mode ofthinking.thinking.

We all wear the same hat (do the sameWe 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 ourWhen we change hats, we change our

thinking.thinking.


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White HatWhite HatInformation & Data

Neutral & Objective

Checked & Believed Facts

Missing Information &

Where To Source It

FOCUSFOCUS


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Red HatRed HatFeelings & IntuitionFeelings & Intuition

Emotions Or Hunches

At This Point

No Reasons or Justification

Keep It Short

FOCUSFOCUS


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Yellow HatYellow HatWhy It May Work

Values & 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 Hat

Managing The ThinkingSetting The Focus

Making Summaries

Overviews Conclusions

Action Plans

FOCUSFOCUS


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Blue HatBlue HatManaging The Thinking

Setting The Focus

Making SummariesOverviews Conclusions

Action Plans

Green HatGreen HatCreative Thinking

Possibilities AlternativesNew Ideas New ConceptsOvercome Black Hat Issues

Reinforce Yellow Hat Values

Black HatBlack HatWhy ItWhy ItMay NotMay NotWorkWork

Cautions DangersProblems Faults

Give Logical Reasons

Yellow HatYellow HatWhy It May Work

Values & Benefits

(Both Known & Potential)The Good In It

Give Logical Reasons

Red HatRed HatFeelings & Intuition

Emotions Or Hunches

At This PointNo Reasons or Justification

Keep It Short

White HatWhite HatInformation & Data

Neutral & Objective

Checked & Believed Facts

Missing Information &

Where To Source It

FOCUSFOCUS


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YourourFacilitatorsacilitatorsRoleole

Define the focus of your thinkingDefine the focus of your thinking

Plan the sequence and timing of thePlan the sequence and timing of the

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

Handle requests from group for changes inHandle requests from group for changes in

thinkingthinking Form periodic or final summaries of theForm periodic or final summaries of the

thinking for consideration by the teamthinking for consideration by the team

x


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Your Roleour Role Follow the lead of your trained facilitatorFollow the lead of your trained facilitator

Stick to the hat (type of thinking) that is inStick to the hat (type of thinking) that is incurrent usecurrent use

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

Contribute honestly & fully under each hatContribute honestly & fully under each hat


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Sequence Useequence Use& Single UseSingle Use Sequence Use - The Blue Hat leaderSequence Use - The Blue Hat leader

designs a sequence for the team to follow,designs a sequence for the team to follow,

but may make adjustments as neededbut may make adjustments as 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 askSingle Use - The Blue Hat leader may ask

for the use of a single hat at a time asfor the use of a single hat at a time as

neededneeded (it helps when you know you wont get argued; All agreeit helps when you know you wont get argued; All agree

to say same thing, help each other.)o say same thing, help each other.)


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The important thing is to not stopThe important thing is to not stopquestioning.uestioning.Albert EinsteinAlbert Einstein


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ExamplexampleExercisexercise

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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ExamplexampleExercisexercise Imagine that this proposalmagine that this proposal

has been madeas been made1.1.BlueBlue - 1/2 min.- 1/2 min. 5.5. GreenGreen - 1 1/2 min.- 1 1/2 min.2.2. WhiteWhite - 1 min.- 1 min. 6.6. RedRed - 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.

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

PARALLEL THINKING ASSESSMENT


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PARALLEL THINKING ASSESSMENT

title

GENERALDESCRIPTIONOF THE IDEA/CONCEPT/PROPOSAL(Description of the straw man proposal?

WHITEHAT

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

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

BLACKHAT(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?)

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

REDHAT(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 One1. Low 2. Moderate 3. Medium 4. Significant 5. High

Do-Ability (How do-able is this straw man proposalHP?)Circle or Underline Only One1. 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 andto 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 haveThere is no such thing as Objective Discussion, we all have

opinions that we start with and using the data we are trying to buildopinions 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 finallyNormally the Problem is: People will finallyagreeagree

on something that theyon something that theywere not bought in.were not bought in.

6-Hats is a framework for Thinking/Exploring in teams that 6-Hats is a framework for Thinking/Exploring in teams that Reduces argument / DriftReduces argument / Drift

RapidRapid PerceptionPerceptionSharingSharing

Promotes idea generation (safe time &place)Promotes idea generation (safe time &place)

Reduces timeReduces time

Better ResultsBetter Results


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GENERATINGGENERATING

AlternativesAlternativesParticipant 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 solving wereThere was a time that efficiency and problem solving were

enough, but today, these just provide the Baseline.enough, but today, these just provide the Baseline.

PROVOCATIVE OPERATION (PO)PROVOCATIVE OPERATION (PO)

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

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

To get aTo 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 totrying to connectconnect thatthat random wordrandom word to theto the SubjectSubject, it, itgoes through a Diff. routes which you didnt knowgoes through a Diff. routes which you didnt knowbefore.before.

(use 3 attributes of that word, and force yourself to(use 3 attributes of that word, and force yourself tofind ideas, dont explain how you got that idea.)find ideas, dont explain how you got that idea.)

Lateral

PO


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AlternativeslternativesWhat is an alternative .What is an alternative .

For gluing two pieces of woodFor gluing two pieces of wood

together?together?

What is the connection betweenWhat is the connection betweenthese options?these options?


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Alternativeslternatives Alternatives are not randomAlternatives are not random

There is always a connectionThere is always a connection

We seldom clearly define theseWe seldom clearly define these

connections or fixed pointsconnections or fixed points

Fixed Points = ConceptsFixed Points = Concepts


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AlternativeslternativesWhy Look For Concepts?Why Look For Concepts?

Identifying and working withIdentifying and working withconcepts drives the generation ofconcepts drives the generation of

more ideasmore ideas

Identifying and working withIdentifying and working with

concepts drives breadth in theconcepts drives breadth in the

thinkingthinking


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AlternativeslternativesThe Concepthe Concept

Triangleriangle

Purpose or

Objective

First Idea or

Alternative

Concept

Second

Idea

Third

Idea


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AlternativeslternativesThe Concepthe Concept

Triangleriangle

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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AlternativeslternativesSelecting & Definingelecting & DefiningConceptsoncepts

Be very precise about the conceptBe very precise about the concept

Choose the concept carefullyChoose the concept carefully

Look for multiple conceptsLook for multiple concepts

Begin the concept statement withBegin the concept statement with

Ways toWays to oror Methods ofMethods of andanduse at least 6-7 wordsuse at least 6-7 words


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AlternativeslternativesThe Three Key Questions to AskThe Three Key Questions to Ask

1. What is the concept behind the idea1. What is the concept behind the idea

being expressed?being expressed?

2. Are there any other ways (ideas or2. Are there any other ways (ideas or

alternatives) to carry out the concept?alternatives) to carry out the concept?

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


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AlternativeslternativesThe Concept Fanhe Concept Fan

Purpose orObjective

First Idea or

Alternative

Second

Idea

Third Idea

Concept


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AlternativeslternativesKey Things To RememberKey Things To Remember

1.1. Individual idea generation time is valuable toIndividual idea generation time is valuable toreduce channeling, maintain fidelity and drivereduce channeling, maintain fidelity and drive

efficiency.efficiency.

2. Extract concepts from2. Extract concepts from individualindividual ideas. Do notideas. Do notgroup ideas first.group ideas first.

3. Then, find the3. Then, find the ConceptConcept behind those ideas; trybehind those ideas; try

to make a lots of concepts. Dont look forto make a lots of concepts. Dont look for

Similarities.Similarities.

Say: Ways to.Say: Ways to.

4. Then, generate more4. Then, generate more ideasideas for each Concept.for each Concept.


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AlternativeslternativesThe Concept Fanhe Concept Fan

Purpose orObjective

Concepts

Ideas

Ideas on how to get the persons in two

on site departments to work more

effectively and closely together

Wh h h h


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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.. What is theconcept behind theidea?

2.. Are there anyother ways to carryout that concept?

3.. Are there anyother concepts?


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AlternativeslternativesExample ExerciseExample Exercise

Concept Fan ExampleConcept Fan ExampleConcept Fan Example


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Create aposting boarddivided intoan urgent vsimportant

grid

Ways tobetterorganize

the sticky

notes afterthey arewritten

Concept Fan ExampleConcept Fan ExampleConcept Fan Example

OBJECTIVE:

Generate ideas onhow to make stickynotes more popular

Create ato-do list

board sonotes canbe posetdand re-arranged

Ways tomore easilytransportsticky

notes afterwriting

Print a blanksmiley face

on the noteso sender

can indicatean emotion

Notes thatlook like

were tornout rough

edges

Have

uniquelyshapednotes thatvisually

communicate evenwithoutreading

Createrolls ofsticky

notes thatcan be

dispensed

in anylength

Have anurgent vsimportantgrid pre-

printed

Have pre-printed

checkableboxes toindicate

things

Make themwhere they

will notstick topockets,etc. when

carried

Ways tomake it

easier forsender to

clearlyindicatesomething

Ways to havesticky notes

indicatesomething in

a unique andfun way

Ways toprovidemore

flexibility

to the user

Ways to useshapes toindicate

something or

enhance themessage

RandoandoandomWordordordonionnionnion

Create asmall book

with clearplastic pages

to storenotes for

travel

Ways to usetexture to

indicatesomething or

enhance themessage

Emboss animage tomatch thefragrance

on the note

First Generate some ideas.

Add scents& colors tohelp getmessageacross -scratch &

sniff!!!

Are there any

AskWhat is the concept behind this idea?

AskAre there any other ways tocarry out this concept?

AskAre there any otherconcepts?

AskAre there any other waysto carry out this concept?

This offer

seems a

little fishy if

you ask me!

orrr Ask Are there any other ways to

Ask Are there any other ways to

Ask Are there any other

Ask Are there any other ways

This offer


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grid


grid

Ways tobetter

organize thesticky notesafter theyare written

Ways tobetter

organize thesticky notesafter theyare written

OBJECTIVE:

Generate ideas onhow to make sticky

notes more popular

OBJECTIVE:

Generate ideas onhow to make sticky

notes more popular

Create a to-do list boardso notes canbe posetd andre-arranged

Create a to-do list boardso notes canbe posetd andre-arranged

Ways to moreeasily

transportsticky notesafter writing

Ways to moreeasily

transportsticky notesafter writing

Print a blanksmiley face onthe note sosender canindicate anemotion

Print a blanksmiley face onthe note sosender canindicate anemotion

Notes thatlook like

were torn out rough edges

Notes thatlook like

were torn out rough edges

Have uniquelyshaped notesthat visuallycommunicateeven without

reading

Have uniquely

shaped notesthat visuallycommunicateeven without

reading

Create rollsof stickynotes that

can bedispensed inany length

Create rollsof stickynotes that

can bedispensed inany length

Have anurgent vs

important gridpre-printed

Have an

urgent vsimportant gridpre-printedHave pre-printed

checkableboxes toindicatethings

Have pre-printed

checkableboxes toindicatethings

Make them

where theywill not stickto pockets,etc. whencarried

Make themwhere they

will not stickto pockets,etc. whencarried

Ways to makeit easier forsender toclearlyindicate

something

Ways to makeit easier forsender toclearlyindicate

something


indicatesomething in aunique and fun

way


indicatesomething in aunique and fun

way

Ways toprovide moreflexibility to

the user

Ways toprovide moreflexibility to

the user


something orenhance the

message



message

oniononionnion

Create asmall bookwith clear

plastic pagesto store notes

for travel

Create asmall bookwith clear

plastic pagesto store notes

for travel

Ways to usetexture toindicate


message

Ways to usetexture toindicate


message

Emboss animage tomatch the

fragrance onthe note

Emboss an

image tomatch thefragrance on

the note

First Generate some ideas.

Add scents &colors to helpget message

across -scratch &sniff!!!

Add scents &colors to helpget message

across -scratch &sniff!!!

Ae there anAre there any

Ask What is the concept behind this idea?

Ask Are there any other ways tocarry out this concept?

Ask Are there any other ways tocarry out this concept?

yconcepts?

y yto carry out this concept?seems a little

fishy if you

ask me!


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Alternativeslternatives

The best way to get good ideas is to get

lots of ideas and throw out the bad ones.

Linus Pauling

Nobel Prize Winner in Physics

1 Who is this de Bono guy that you are talking about?


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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. Hisbackground includes degrees in medicine, philosophy and psychology and facultyappointments in Oxford, Cambridge, Harvard and the University of London. With over30 years of experience in consulting in business and education he is accepted as theworlds leading expert in the development of thinking skills in general and specificallycreative thinking skills.

2. Why dont 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 someweaknesses. The Lateral Thinking skills capitalize on the strengths; even enhance them,while diminishing the weaknesses.

3. Wont this take a lot longer?Speed isnt the real goal. We are working on an important issue here and perhaps a bitmore time using deliberate skills will bring us a better result. Can you at least give it achance?

4. This seems really structuredwont that inhibit our creativity?The belief that structure inhibits creativity is a flawed one. It is based on theassumption that all creativity comes from the removal of inhibitions. Just removinginhibitions in not enough. Without skills even the uninhibited individual will not becreative unless they have the natural creativity that very few individuals possess.With learned skills and deliberate structure we can harness and direct the applicationof those learned skills.

5. How come you want us to work alone? Seems like we are missing theopportunity to build on others ideas.

Later in the process we will have the opportunity to collaborate in the way that you areused to like brainstorming. However, we want your original thoughts first so thateach of us can later build on all of the ideas that each of us might have. If we dontwork individually first we run the risk of channeling down a very few solution paths andmight 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 ideasso that we get them recorded as accurately as possible.

1. Why cant we just group the ideas we have generated into categories

first in order to get the concepts?


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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 itis too broad? Why?

If the concepts are too broad we might miss an opportunity. We want as manyindividual concepts as we can early on so that we have more thinking paths to

explore.

3. I dont always get and idea when I try random entry. Am I doingsomething 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 cant 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 intoR & 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. Lets just combine them.

Combining similar concepts will result in concepts that are too broad to drive goodthinking. 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 todo? 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.

1. Why should we ask for input (ideas) from those other people? They dont

h ti i fi ld


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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 doesnt 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 thatwill 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? Were notfinished 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 indirections that have a greater chance of success.

4. We have selected these (top 6-10) ideas, so why dont we just take the topone 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 wewrite?

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 timebecause 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 parallelless time is wasted in argument and drift.Individual perceptions are shared quickly and argument is greatly reduced. Im excitedabout what it has done in my team.

May I _____________________?

Lateral Thinking Elevator Speech

Lateral Thinking is a series of tools that teamsand individuals can use to help producenew ideas and concepts in an organized and directed way. The tools can be used in eithervirtual meetings or physical meetings. Individual thinking and group collaboration are both

included in the process. Andyou end up with a tangible documentation of the results thatcan be used or even archived for future reference. (I really like the fact that this approachto team creativity even appeals to technical people and that it doesnt involve any sillygames that make some people so uncomfortable.) Ive been surprised and pleased withthe results weve been able to produce in my team.

LL AA TT EE RR AA LL TT HH II NN KK II NN GG


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CC hh aa ll ll ee nn gg ee 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

RR aa nn dd oo mm EE nn tt rr yy Use a purely random method to get a wordthen simply let your mind move fo rward to

connect up with a new idea. (extract aprinciple, broad direction or use simpleassociation) Nouns are usually best.

AA ll tt ee rr nn aa tt ii vv ee ss Move back from the first idea or

alternative to identify the overallconcept or fixed point. This is

termed concept extraction. Once the

concept is identified, new ideas and

alternatives can be generated andnew concepts can be identified.

Keep moving back and forth from

concept to idea. A concept fan canalso be used when a large number of

different ideas and concepts are

needed.NewIdeas Concept

First Purpose/Idea Objective

MM oo vv ee mm ee nn tt 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 ofdifference between the normal way of doing things

and the provocation.Moment To Moment - Visuali ze in your mind the

provocation being put into action and imagine what

happens.

Positive Aspects - Focus on the positive aspects ofthe provocation and attempt to move on to a newidea.

Special Circumstances - Ask yourself if there arespecial circumstances where the provocation would

have direct value.

FF oo cc uu ss General Area Focus - Defines the area,

but not the purpose of the thinking.

Purpose Focus - A specific purpose ordesired outcome is defined or implied.Try alternative definitions

HH aa rr vv ee ss tt ii nn gg Speci fi c Idea s - Immediately valuable, practical and usableBeginnings of Ideas - Not practical or usable, but interestingConcepts - Identify and extract any concepts f rom the ideasApproaches - Very broad concepts should be notedChanges - Note any changes in approaches or conceptsFlavor - Note the general taste of the entire session

PP rr oo vv oo cc aa tt ii oo nn 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 ofaction to create instability.

Escape - First, put down things taken for grantedabout 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 -

Wouldnt it be nice if

Exaggeration Greatly exaggerate weights, speeds,dimensions, volumes etc. either up or down tocreate instability.

TT rr ee aa tt mm ee nn tt Shaping - Use real life constraints to mold the ideaTailoring - Similar to shaping, but deals more with resourcesConcept Extraction - Identify the concept behind the ideaStrengthening - Make a deliberate effort to strengthen the ideaFault Correction - Make a deliberate effort to correct faultsFocus On The Difference - Focus on the difference between the

usual way and the way being proposed.

Generate Ideas Challenge

Alternatives/ConceptTriangle & Fan

Random Entry

Provocation Movement

Captu re& W ork WithOutput Harvesting Treatment

Assessment

Results:Creative Thinkingand New Ideas

2 3 4

CC oo nn cc ee pp tt FF aa nn A graphical way to display and work with ideasand concepts to drive the development of more

ideas. The focus is be displayed above conceptsand 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 outthe concept?

Select &Define Area Focus

Purpose Focus

List SeveralDefinitions

Display Focus

1

Conce t Concept Conce tConceptConce tConce tFOCUS/OBJECTIVE

Idea

Idea

Idea

Idea

Idea

IdeaIdea

Idea Idea

Idea

IdeaIdea

Idea

Idea

Idea

Idea

Idea

Idea

Idea


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

concept fan

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