Six Thinking Hats Tools for Parallel Thinking SÁU CHI C M T DUY

Edward De Bono
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Index
‡ Objectives ‡ Evidences ‡ Introduce thinking styles
‡ Lateral thinking ‡ Parallel thinking

‡ Introduce Six Thinking Hats ‡ Blue Hat ‡ White Hat ‡ Red Hat ‡ Yellow Hat

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‡ Black Hat ‡ Green Hat ‡ Six Hats ± How to use ‡ Single Use and Systematic Use ‡ Sequencing: Introduction and rules ‡ Six Hats ± Benefits and Cautions ‡ Practice Thinking out of the Box ‡ Lateral thinking tools ‡ Concept Extraction ‡ Random Word
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M c tiêu c a khóa h c
S d ng sáu chi c m t duy, b n s h c cách
‡ Nhìn nh n các v n , gi i pháp và c h i m t cách h th ng và trên nh ng góc m im ‡ a ra nh ng sáng ki n và gi i pháp mang tính t phá ng ‡ Làm cho các cu c h p m t ít th i gian và tr nên hi u qu , sinh và thu hút m i ng i ‡ Gi m các cu c tranh lu n và ki m soát cái tôi c a các thành viên ‡ Khám phá các gi i pháp thay th hi u qu cho các gi i pháp truy n th ng ‡ Khám phá các c h i trong khi ng ‡ T duy m t cách rõ ràng và có ‡ t c nh ng thành qu áng k i khác ch nhìn th y m t tiêu c c ng nh h

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Objectives
Using Six Thinking Hats, your team will learn how to:
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Look at problems, and opportunities systematically Use Parallel Thinking as a group or team to generate more, better ideas and solutions Make meetings much shorter and more productive Reduce conflict among team members or meeting participants Stimulate innovation by generating more and better ideas quickly Create dynamic, results oriented meetings that make people want participate Go beyond the obvious to discover effective alternate solutions Spot opportunities where others see only problems Think clearly and objectively View problems from new and unusual angles Make thorough evaluations See all sides of a situation Keep egos and ³turf protection´ in check Achieve significant and meaningful results
5

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Ví d th c ti n

Prudential, IBM, Federal Express, British Airways, Polaroid, Pepsico, DuPont và Nippon Telephone and Telegraph n m trong s nh ng Công ty, T p oàn l n s d ng công c t duy này

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Evidences

Organizations such as Prudential Insurance, IBM, Federal Express, British Airways, Polaroid, Pepsico, DuPont, and Nippon Telephone and Telegraph, possibly the world¶s largest company, use Six Thinking Hats

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³Sáu chi c m cho phép b n t duy sáng t o và tìm ra nh ng c h i trong m t môi tr phán. M i ng iên r nh t t i ng không mang tính i u và phê ng u có th góp ph n dù là v i nh ng ý t

tìm ra nh ng gi i pháp sáng t o. Chúng tôi ã

c nh ng k t qu r t t t v i QSTAR (hi u qu c a quá cl pl i ng´

trình phát tri n s n ph m t ng 40%), nh ng thành qu lâu dài còn l n h n. Thành công c a chúng tôi có th nhi u l n nh vào vi c thay i ph ng pháp hành

-Suzanne Wolfe, Giám c Nhân S , MDS SCIEX 6/15/2010 8

Six Hats systematically provides an opportunity for creativity in an environment that¶s free of the criticism and confrontation we used to see. This means that everyone can collaborate and build on even the craziest of ideas to come up with creative solutions. It¶s true, we had great results with QSTAR (an increase in the efficiency of the development process by 40%), but the long-term impact is even greater. We can repeat our success over and over because of these changed behaviours.

-Suzanne Wolfe, Human Resource Director, MDS SCIEX 6/15/2010 9

T duy ± Tài nguyên quan tr ng c a loài ng

i

‡ M i ng

i

u có th c i thi n kh n ng t duy

‡ T duy quá nhi u th m t lúc gây ra nh m l n ‡ We should emphasize what can be, not what is ‡ Vi c hi u thông su t m t v n trên kh n ng xem xét v n ch có th có cd a ó t nhi u góc c nh

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Thinking - The Ultimate Human Resource ‡ We can always improve our thinking skills ‡ Confused thinking arises from trying to do too much at once ‡ We should emphasize what can be, not what is ‡ True understanding evolved from the ability to examine a problem/situation from a variety of viewpoints

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Các ki u t duy
‡ ‡ ‡ M i ng it duy theo cách khác nhau ng

M i tình hu ng, v n ho c giai o n c n ph pháp t duy khác nhau T duy bên l (Lateral thinking)
‡ ‡ ‡

L i t duy m i You cannot dig a hole in a different place by digging the same hole deeper Không có t duy khác gây tr ng i

‡

T duy song song (Parallel thinking)

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Thingking styles
‡ ‡ ‡ People differ in thinking styles Particular situations, problems or phases need particular styles Lateral thinking
‡ ‡ ‡ Unconventional You cannot dig a hole in a different place by digging the same hole deeper Free of mental obstacles

‡

Parallel thinking

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Gi i thi u Six Thinking Hats ‡ Là ph ng pháp t duy song song n gi n và hi u qu giúp m i ng i làm vi c v i n ng su t cao h n, làm t ng s t p trung và h ng thú ‡ Có th c áp d ng ngay
Ng i àn ông này ã vi t 62 cu n sách c d ch ra 37 ngôn ng và ã di n thuy t 54 qu c gia

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Introduce Six Thinking Hats ‡ Six Thinking Hats is a simple, effective parallel thinking process that helps people be more productive, focused and mindfully involved ‡ Once learned the tools can be applied immediately
He has written 62 books with translation into 37 languages and has lectured in 54 countries

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‡ Tách r i các h ng t duy do ó t t c m i ng làm m t vi c t i m t th i i m ‡ i u khi n ng i tham gia chuy n duy này sang h ng t duy khác it h ng t

i ch

‡ Tách bi t gi a cái tôi và hi u qu làm vi c ‡ M r ng chi ti t nh ng ý t sáng ki n ho c gi i pháp ‡ Khám pháp các ch ‡ Dành t cho s sáng t o ng c n b n thành nh ng y h n

theo l i t duy song song

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‡ Separate out thinking so we can do one thing at one time ‡ Ask people to switch thinking from one mode to another ‡ Separate ego from performance ‡ Signal what thinking process we are going to use next ‡ Expand from one-dimensional to full coloured thinking ‡ Explore subjects in parallel ‡ Allow specific time for creativity

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T Duy Song Song là gì T duy i ch

T duy song song

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What is Parallel Thinking? From Adversarial

To Parallel

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Six Hats

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Vì sao s d ng Six Thinking Hats?
‡ Áp d ng ph ti n ng pháp t duy song song vào th c

‡ Ph ng pháp này mang tính tiên phong nhi u h n tính ph n ng

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Why Hats
‡ Convenient method of putting Parallel Thinking into practice ‡ Hats and colours are designed to make it a practical process ‡ The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively

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Gi i thi u Blue Hat

Qu n lý T duy
‡ ³Chi c m i u khi n´ ‡ S p x p các t duy ‡ L p ra tr ng tâm và th i gian bi u ‡ ‡ a ra k t lu n và tóm l m b o các quy nh c c tuân th

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Introducing Blue Hat Managing the Thinking
‡ ³Control Hat´ ‡ Organises the thinking ‡ Sets the focus and agenda ‡ Summarises and concludes ‡ Ensures that the rules are observed

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T i sao dùng Blue Hat?
Theo m t nghiên c u g n ây c a USA TODAY Snapshots®, 49% ng i c kh o sát cho bi t nh ng cu c h p không có tr ng tâm rõ ràng t o cho h c m giác làm vi c không hi u qu

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Why Blue Hat?
According to a recent USA TODAY Snapshots® pole, 49% of the responders reported that Unfocused Meetings is what makes them feel unproductive at work

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The Meeting Scenario
No Outcome Unfocused

People

Low Participant

Argumentative Run Overtime No Agenda

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T i sao dùng Blue Hat?
‡ S p x p trình t công vi c ‡ Ch n th t s d ng nh ng chi c m ‡ Qu n lý th i gian ‡ Kêu g i óng góp t phía m i ng ‡ Quy t nh b c ti p theo i vào tr ng tâm khi c n thi t nh c n i dung ‡ T p trung m i ng ‡ Yêu c u tóm l ‡ Yêu c u ra quy t i tham d

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Why Blue Hat?
‡ Plans agenda ‡ Chooses the Hat sequence ‡ Manages the time ‡ Invites participation form all participants ‡ Decides on next step ‡ Focuses and refocuses thinking ‡ Asks for a summary of the thinking ‡ Calls for the group to make decisions

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‡ Tr ng tâm:

t ra v n

c n t duy ng pháp t duy song song

‡ Công c : Ch n chi c m ho c ph phù h p ‡ Th i gian: Xác

nh gi i h n th i gian và tuân th theo

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‡ Focus: Decide on what you want to think about ‡ Technique: Choose the right hat or lateral thinking tool ‡ Time: Set limits and work within them

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White Hat Thông tin
‡ Thông tin ã bi t ‡ Thông tin c n bi t ‡ Ph ‡ ‡ ng pháp ti p c n chính xác và liên quan ánh giá thông tin t phía cá nhân/t p th khác (O.P.V)

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White Hat Information
‡ Information we know ‡ Information we need ‡ How are we going to get that information ‡ Determine accuracy and relevance ‡ Looks at other people¶s view (O.P.V)

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Câu h i liên quan
‡ Cá nhân/t p th này có nh ng thông tin gì? ‡ Nh ng thông tin nào c n bi t? ‡ Ph ng pháp nào ti p c n?

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O.P.V Questions
‡ What views does this group have? ‡ What information do we need from them? ‡ How could we get that missing information?

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Scanning Window
CON NG I PEOPLE A I M PLACE TH I I M TIMING S KI N RATIONALE QUÁ TRÌNH PROCESS
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S N PH M PRODUCT THÔNG TIN U VÀO INPUT CÁC GIÁ TR VALUES M C THÔNG TIN PITCH

H U QU CONSEQUENCE
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White Hat ‡ Là chi c m c a s hi u bi t ‡ S d ng ph ng pháp Scanning window thu th p nhi u thông tin ‡ Không a ra quy t nh hay nh n xét, ánh giá khi ang i chi c m này: ³No evaluation is allowed´

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White Hat ‡ It¶s a common sense Hat ‡ Use Scanning window to collect as much info as possible ‡ Caution: Under this no evaluation is allowed, its not a decision hat

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White Hat

Practice White Hat with different focuses

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Red Hat C m xúc, tr c giác, b n n ng
‡ Là chi c m mà c m xúc ‡ Không c n lý do ‡ Trình bày ng n g n ‡ M t trong nh ng chìa khóa a ra quy t nh c phép th hi n

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Red Hat Feelings, Intuition, Gut Instinct
‡ Permission to express feelings ‡ No need to justify ‡ Represents feelings right now ‡ Keep it short ‡ A key ingredient in decision making

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Câu h i liên quan
‡ C m xúc hi n t i ‡ Tr c giác ‡ Ph n x b n n ng

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Red Hat Questions
‡ What are my feelings right now? ‡ What does my intuition tell me? ‡ What is my gut reaction?

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Temperature Gauge

I am enthusiastic I like it I wish I had more info Sounds interesting I feel uncertain I dislike I hate it

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S d ng Red Hat nh th nào
‡ Th i l ng: t 30 giây tr xu ng ‡ S d ng m t ho c hai t ng n g n ‡ Không nêu ra lý do ‡ Có th a ra quy t trên lý trí nh nh ng d a trên c m xúc, không d a

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How to use Red Hat
‡ Should be limited to 30 seconds or less ‡ Best expressed in a word or two ‡ Does not require us to justify or explain reasons ‡ Can be a decision hat but made on feelings not logic

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Sample Emotions
Exhausted Confused Ecstatic Guilty Suspicious Angry Hysterical Frustrated Sad Confident
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Depressed Happy Mischievous Disguised Frightened Enraged Ashamed Cautious Smug Concerned

Overwhelmed Hopeful Lonely Disappointed Jealous Bored Surprised Anxious Shocked Shy
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Experience the Red Hat ‡ Flexible time at work ‡ Mandatory retirement at 55 yrs ‡ Eliminating all title at the workplace ‡ Cloning humans ‡ Training in Thailand ‡ Bonus trip to Europe

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Phân lo i c m xúc

t câu h i: ‡ Ýt ‡ Ýt ‡ Ýt ng nào b n thích nh t? ng nào tri n v ng nh t? ng nào táo b o nh t?
ánh d u ý t ng b n ch n b ng d u ch m

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Red Hat Sorting Techniques

Ask Yourself: ‡ Which ideas are most interesting to me? ‡ Which ideas do I feel have the most potential? ‡ Which ideas do I think are the boldest?
Insert a red dot next to the idea to be discussed

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Phân lo i c m xúc
‡ ‡ ‡ A: Ý t B: Ý t C: Ý t ng nào có th ng nào là ý t c th c thi ngay? ng ban u?

ng nào là khái ni m chung?

1. Improve Employee Attendance

2. Reward Good Attendance

3. Bonus Perfect Attendance Each Quarter

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Red Hat Sorting Techniques
‡ ‡ ‡ A: Which ideas could we ACT on right now? B: Which ideas are the BEGINNING ideas? C: Which ideas are CONCEPTS (broad ideas)?

1. Improve Employee Attendance

2. Reward Good Attendance

3. Bonus Perfect Attendance Each Quarter

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Practice Time

Practice Red Hat with different focuses

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Yellow Hat
‡ Chi c m l c quan ‡ Nêu m t t t c a ý t ‡ Lý do ph i c ng a ra ‡ D a trên cái nhìn ng n và dài h n

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Yellow Hat
‡ The optimistic View ‡ Reasons must be given ‡ Needs more effort than the black hat ‡ Finds the benefits and values ‡ Considers both short and long term perspectives

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Câu h i liên quan
‡ M tt tc aýt ‡ Giá tr t ng này là gì? c là gì?

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Yellow Hat Questions
‡ What are the benefits? ‡ What are the positives? ‡ What is the value here?

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Practice Time

Practice Yellow Hat with different focuses

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Black Hat R i ro, khó kh n và v n
‡ Là m t công c ánh giá r t hi u qu , s d ng sau Yellow Hat ‡ Chi c m v i cái nhìn không tin t ng c bi t là khi c

‡ Nêu ra nh ng v n không phù h p v i kinh nghi m th c ti n hay n i quy chung, chi n l c phát tri n ho c các y u t khác c a nhóm, t ch c ‡ Nêu ra nh ng b t l i ti m tàng ‡ Lý do ph i c a ra

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Black Hat Risks, Difficulties and Problems
‡ The sceptical view ‡ Logical reasons must be given ‡ Points out thinking that doesn¶t fit the facts, experience, regulations, strategy, values ‡ Points out potential problems ‡ Is a powerful assessment tool when used after the yellow hat

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Câu h i liên quan
‡ Thách th c hi n t i và ti m tàng? ‡ Khó kh n? ‡ Nh ng i m c n l u ý? ‡ Nh ng r i ro?

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Black Hat Questions
‡ What are the challenges-both existing and potentials? ‡ What are some of the difficulties? ‡ What are the points for caution? ‡ What are the risks?

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Practice Time

Practice Black Hat with different focuses

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M t cu c kh o sát

i v i các CEO c a Hi p h i Qu n lý ng ý r ng thành

Doanh nghi p Hoa K cho th y 81% các CEO phát minh là y u t quan tr ng nh t công cho doanh nghi p c a h mb os

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A survey of CEO¶s by the American Management Association indicated that 81% considered that innovation will be the single most important factor to assure the future success of their business

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Green Hat Ýt ng m i, kh n ng m i
ng và kh n ng m i

‡ Chi c m tìm ki m ý t ‡ Không c n tính lôgíc

‡ Lo i b nh ng khó kh n và r i ro ‡ S n sinh các khái ni m m i

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Green Hat New Ideas, Possibilities
‡ Seeks alternative and possibilities ‡ Removes faults ‡ Doesn¶t have to be logical ‡ Generates new concepts

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Câu h i liên quan
‡ Ph ng pháp nào khác th c hi n vi c này? c?

‡ Còn vi c gì khác có th làm ‡ Nh ng kh n ng ti m n?

‡ Làm sao lo i b nh ng khó kh n và nguy c mà chúng ta ã nêu?

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Green Hat Questions
‡ Are there other ways to do this? ‡ What else could we do there? ‡ What are the possibilities? ‡ What will overcome our black hat concerns?

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‡ S d ng Green Hat khi không th s d ng White Hat ‡ Cho phép nêu ra nh ng ý t ng khiêu khích i ‡ Nêu ra ý ki n mà không s b ph n ‡ B qua tính lôgíc và kinh nghi m ‡ Không ng ng tìm ki m ý t ng t t nh t

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‡ When there is no white hat then you can use green hat ‡ Permits provocative ideas to be suggested ‡ Make suggestions without fear ‡ Suspend your logic and experiences ‡ Don¶t stop until your good is better and the better is best

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Green Hat ± Quy lu t 3 Ps
‡ Positive (Thái tích c c): T t c ý t và c n c ghi l i và xem xét ng u có giá tr

‡ Prolific ( óng góp nhi u): Càng nhi u ý t ng càng hi u qu . Có th xây d ng nh ng ý t ng d a trên nh ng ý t ng c a ng i khác ‡ Playful (Tính khôi hài): i u ch nh m t ý t ng khôi hài tr nên nghiêm túc h n luôn d dàng h n vi c khi n m t ý t ng t nh t tr nên thú v

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Green Hat ± The 3 Ps
‡ Positive: Every idea is valuable. All ideas should be recorded ‡ Prolific: The more ideas, the better. Build on the ideas of others ‡ Playful: It is much easier to tame a wild idea than to make a boring idea interesting

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Practice Time

Practice Green Hat with different focuses

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Six Hats - How and When to use

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Single Use ‡ i m i l n m t chi c m trong m t cu c h p, m t cu c i tho i, khi vi t m t b n báo cáo

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Single Use ‡ Use of one Hat at a time in a memo or report, in a meeting or during a conversation, specifically to request a certain type of Thinking ‡ The Hats can quickly become a part of corporate culture and language

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Systematic Use
‡ Nh ng chi c m ‡ M t chi c m có th c u công vi c c s d ng theo m t trình t c tái s d ng nhi u l n tùy theo yêu

‡ Không nh t thi t ph i s d ng h t t t c sáu chi c m ‡ Th t s d ng nh ng chi c m nên Khi nào t ra th t cho nh ng chi c m : i tham gia có nhi u quan i m khác nhau n k t qu m t cách xuyên su t c chu n b tr c

‡ Khi nh ng ng

‡ Khi m t cu c th o lu n có v nh không d n ‡ Khi c n ph i xem xét m t v n

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Systematic Use
‡ Hats are used in sequence one after the other ‡ Each may be used as many as required in the sequence ‡ Not all hats need to be used ‡ Ideally, the sequence of hats should be planned in advance When to use Sequence: ‡ When people participating have different views ‡ When there is rambling discussion that is not getting anywhere ‡ When a subject needs to be discussed thoroughly

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M t s nguyên t c
‡ B t u và k t thúc v i chi c m màu xanh d ng ng h p ‡ Không có th t s d ng nào úng trong m i tr

‡ L p ra th t s d ng tr c khi di n ra cu c h p, h i th o ho c tr c khi vi t b n báo cáo và c g ng theo úng th t ã l p ‡ Ch s d ng nh ng chi c m c n thi t ‡ M i chi c m có th c i nhi u l n

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Sequencing ± Rules
‡ Start and end each session with the blue hat as bookends ‡ There is no single correct sequence of hats ‡ Plan the sequence in advance and follow it ‡ Choose only the hats you need, you don¶t have to use all six ‡ Each hat can be used any number of times

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Ba lo i th t s d ng
‡ C nh

‡ Linh ho t ‡ M

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Three types of Sequence
‡ Fixed Sequence ‡ Contigent and flexible sequence ‡ Evolving Sequences

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Th t c
‡ Th t s d ng nh ng chi c m c chu n b tr c

nh

Ch s d ng khi có m t m c tiêu rõ ràng ho c c n m t k t qu xác nh trong m t cu c h p ho c i tho i

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Fixed Sequence
‡ Sequence is set in advance as an agenda

Use when you want a clear, uncomplicated focus and definite results from a meeting

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Th t linh ho t
‡ D a trên th t ã l p ra i tho i b t ng chuy n h ng ãl p ‡ Tùy vào tình hu ng có th l a ch n m t chi c m khác ‡ H u d ng khi cu c h p ho c ‡ S l m d ng b ng cách thay i quá nhi u so v i th t ra có th làm cho cu c h p tr nên r i r m

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Contigent and Flexible Sequence
‡ With preset sequences, you have some flexibility to choose the next hat depending on situation ‡ When the meeting takes an unexpected turn, the flexibility of this sequence allows you to meet the needs of participants ‡ Caution ± Don¶t let this flexibility become fluid

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Th t m
‡ Không có k ho ch ban u ‡ Sau khi s d ng xong m i chi c m , chi c m ti p theo m i c l a ch n

?

?

?

?

?

?

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Evolving Sequence
‡ There is no preset plan ‡ The hat is chosen and when this is finished, there is a choice of the next hat to be used

?

?

?

?

?

?

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Practice Time

Practice

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L p th t s d ng
ánh giá k
Blue Hat: vi t ra tr ng tâm c a cu c h p Red Hat White Hat Yellow Hat Black Hat Green Hat Red Hat Blue Hat

t k t qu c th

t qu ho t

ng
ng ng ã x y ra

a ra ánh giá v k t qu ho t Cho bi t c m xúc v nh ng ho t

Xem l i công vi c, ch c danh và trách nhi m c a t ng nhân viên M t t t c a nh ng vi c ã x y ra i m y u và thách th c a ra ý t Dùng m t t a ra quy t ng nh m kh c ph c nh ng i m y u ã nêu miêu t c m xúc v vi c có nên ti p t c nh hay quay l i

a ra quy t nh phát tri n và c i thi n hi u qu làm vi c: Ai làm nh ng công vi c này và làm vào lúc nào?

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Sequencing the Hats for specific Outcomes
Performance Review
Blue Hat: Focused Statement Red Hat White Hat Yellow Hat Black Hat Green Hat Red Hat Blue Hat Conduct a performance review Share how we feel about things are going in a word or two Review job description, roles and responsibilities What¶s working well What are the challenges, weakness, concerns in the performance Generate ideas to overcome the weaknesses and create new ideas to improve performance In one word, how do we feel about moving forward Agree on next steps to support growth and performance. Who needs to take these actions and by when?

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Six Hats ± Ích l i và nh ng i m c n l u ý
‡ ‡ ‡ ‡ ‡ ‡ Màu s c và nh ng chi c m t o ra m t c m giác tr c quan và làm cho ph này d hi u, d nh và d áp d ng Có th ng d ng c c p n gi n ho c ph c t p , ra quy t nh, k n ng lãnh o và làm tài c Giúp phát tri n kh n ng gi i quy t v n vi c c l p ng pháp

Nh ng ng i tham gia cu c h p cùng có vai trò d n d t cu c h p và th o lu n chuyên sâu Giúp làm vi c theo nhóm hi u qu và có t ch c The Six Hats® là m t trong s nh ng ph ph ng pháp khác

ng pháp t duy m i, v n còn có nh ng

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Six Hats ± Benefits, Cautions
‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ The colours and hats provide a visual image that is easy to learn, remember and use Thinking is visible, focused, in depth, and at higher levels of critical and creative thinking The strategy can be used on a single, concrete level or abstract, sophisticated level Listening, speaking, reading and writing improve with a strategy for focus Interdisciplinary connections integrate the curriculum Problem solving, decision making, leadership and independencies are developed Students ask quality questions Student led discussions and projects are focused and in depth Self-evaluation is systematic Students develop confidence Cooperative groups and teamwork are effective and organised The Six Hats® is one approach to learn thinking, and users should be cautious of excluding others

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Creative Thinking

Do you have creativity?

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Olympics B c Kinh 2008 Th c t cho th y Sáng t o là kh n ng mà t t c m i ng i u có

³Sau khi nh n c l i m i tham gia thi t k ng n u c Olympics 2008, chúng tôi ã r t háo h c và nhi u ý t ng iên r ã ra i´
Yao Yingjia, tr ng nhóm thi t k ng n u c t i Trung tâm Thi t k Phát minh thu c t p oàn Lenovo

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Beijing Olympics 2008 The evidence tells us that Creative Thinking is a skill that everyone can do

³After receiving the invitation letter for the Olympic torch (in 2005), our team was very excited and some crazy ideas came up during brainstorming´
Yao Yingjia, chief of the torch design team at the Innovation Design Center of Lenovo Group

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Think out of the box Connect all nine dots, with just 4 straight lines, without lifting your pencil once you start

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Lateral Thinking Tools

‡ Concept Extraction ‡ Random Word

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Concept Extraction
Tìm ra khái ni m chung t nh ng ý t ra nh ng gi i pháp thay th cho ý t 1. 2. 3. 4. t ra tr ng tâm Nêu ra m t vài ý t ng ng ó tìm ra Rút ra khái ni m t m i ý t ng giúp tìm ng ó

S d ng khái ni m này nh m t ch d n nh ng ý t ng thay th

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Concept Extraction
Extracting concept from ideas helps people to consider a broader range of possible solutions1. Create your focus 2. Generate ideas 3. Extract concepts 4. Use concepts as a springboard to create alternative ideas

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Làm th nào
Ýt T ng l ng ng Khích l

t ng tinh th n làm vi c c a nhân viên
Khái ni m Th gi Th ra ng l Gi i pháp thay th ng g p r i khi làm thêm

ng khi hoàn thành công vi c i th thao công ty

Th sáu vui v Vui ch i Thành viên câu l c b th d c Th

n tr a gi m giá hàng tháng

Cân b ng cu c s ng

Nhà tr t i ch Ngh th sáu th t hàng tháng Th massage mi n phí hàng tháng Chia s công vi c Làm vi c t i nhà Thay i gi làm m i ba ngày

Làm vi c 4 ngày/tu n

Th i gian bi u linh ho t

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How to improve staff morale
Ideas Increase Pay Concepts Incentive Alternative Ideas Time and a half overtime Bonuses for reaching performance goal Company Sports Team Fun Fitness memberships Life Balance 4-Day work week Flexible schedules Monthly Coupon for free lunch in cafeteria Onsite childcare facility Every 4th Friday off Monthly drawing for free massage Job Sharing Work from Home 3-day, 12 hour shifts

Friday Happy Hour

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Concept Extraction

Practice Time

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Random Word
‡ ‡ S d ng sinh ra nh ng ý t ng c áo

Thích h p ng d ng trong l nh v c phát tri n s n ph m hay grass roots thinking

S d ng Random Word nh th nào? 1. 2. 3. Ch n 1 t b t k t t này bên d i ch c n bàn b c Tìm hi u xem s k t h p c a c hai g i cho b n i u gì

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Random Word
‡ ‡ Used to generate really different unique ideas Great for products development and grass roots thinking

How does it works? 1. 2. 3. Select a word Place this word underneath the subject See where the word leads your thoughts

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Example
- Smoke them out - Sell products on booth - Info line for additional help

Focus How to increase revenue on public phones

- Self help phone line - Aromatherapy booths at an increased cost - Smoking booths

Reward program Random word

PIPE

- Put lead in the handset of the phones, makes it so heavy that they get off the phone fast
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Quá trình
‡ Ch n 1 t trong danh sách ‡ Rút ra khái ni m b t k ‡ M r ng khái ni m ó ‡ K t h p v i ch c n bàn sinh ra ý t ng

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PO Process
‡ Choose the word from the list ‡ Extract a concept ‡ Transfer a feature ‡ Combination

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‡ Think creative ‡ Think positive

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Sometimes we face difficulties

´Some minds are like concrete ² all mixed up and permanently setµ

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Think outside of the box ´I never came upon any of my discoveries through the process of rational thinkingµ
_ Albert Einstein _

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Then change the mindset ´The problem is not how to get new, innovative thoughts into your mind, but how to get old ones outµ
_ Dee Hock _ Founder, VISA

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Change is the only constant ´The world is moving so fast these days that the man who says that it can·t be done is generally interrupted by someone doing itµ
_ Harry Emerson Fosdick _

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This may not be easy but it is achievable

´The secret of getting ahead is getting started. The secret of getting started is breaking complex overwhelming tasks into small manageable tasks, and then starting on the first one.µ
_ Mark Twain _

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Sometimes it will not go well ´The important thing is to learn a lesson every time you lose.µ
_ John McEnroe _

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Include everyone ´Tell me, I·ll forget. Show me, I may remember. But involve me, and I·ll understand.µ
_ Chinese Proverb _

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Dream, « ´Dream, Believe, Dare, Doµ
_ Walt Disney _

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Index
‡ Objectives ‡ Evidences ‡ Introduce thinking styles
‡ Lateral thinking ‡ Parallel thinking

‡ Introduce Six Thinking Hats ‡ Blue Hat ‡ White Hat ‡ Red Hat ‡ Yellow Hat

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‡ Black Hat ‡ Green Hat ‡ Six Hats ± How to use ‡ Single Use and Systematic Use ‡ Sequencing: Introduction and rules ‡ Six Hats ± Benefits and Cautions ‡ Practice Thinking out of the Box ‡ Lateral thinking tools ‡ Concept Extraction ‡ Random Word
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Course completes. Thank you for listening

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