sixthinkinghats_traducere
TRANSCRIPT
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Rezolvarea problemelor într-un
mod creativ cu ajutorul celor
Şase Pălării Gânditoare
Cum să utilizăm gândirea paralelă a lui Edward de Bono în rezolvarea problemelor
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Paul Reali • CyberSkills, Inc.
Scopurile acestui program
Defineşte gândirea paralelă
Identifică fiecare din cele 6 pălării
Te învaţă cum să adresezi cele mai bune întrebări, cum să le formulezi, astfel încâtsă obţi răspunsul dorit / aşteptat
Aplicarea metodei celor 6 pălării pentrurezolvarea problemelor
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Paul Reali • CyberSkills, Inc.
Ce este gândirea paralelă?
La un moment dat toată lumea se uită /priveşte în aceaşi direcţie (gândeşte la fel).
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Paul Reali • CyberSkills, Inc.
Astfel cele şase pălării sunt…?
Şase culori pt pălări pentru 6 tipuri degândire
• Fiecare pălărie identifică un anumit tip degândire (este specifică...)
• Pălăriile reprezintă direcţii de gândire
Pălăriile ajută un grup să utilizeze gândireaparalelă
• Poţi “să pui” şi “să scoţi” o pălărie în funcţiede ce doreşti să afli, să obţi
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Paul Reali • CyberSkills, Inc.
Utilizarea celor 6 Pălării
Rezolvarea problemelor
Planificare strategică
Conducerea / managementul şedinţelor
.... Şi multe altele
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Paul Reali • CyberSkills, Inc.
Şase culori…
Alb: neutru, obiectiv
Roşu: emotional, furie
Negru: serios, sobru
Galben: însorit, gândire pozitivă
Verde: prospeţime, fertilitate Albastru: cerul, o stare de bine
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…şi şase pălării
Albă: date statistice, informaţii obiective & grafice, figuri
Roşie: emoţii & sentimente
Neagră: precauţie, probleme, aspecte
negativeGalbenă: speranţă, aspecte pozitive
Verde: creativitate, idei & gândire laterală,paralelă
Albastră: controlul & organizareaprocesului de gândire
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Aspecte generale
Direcţie, nu descriere
• Se stabileşte să se gandească, să se privească într-o anumită direcţie
• “Să ne punem pălăria neagră…”
Nu categorisim, încadrăm nici o persoană într-unanumit tip de gândire
• Nu: “El utilizează doar pălăria neagră.”
• Toată lumea poate şi ar trebui să utillizeze toatepălăriile
O formă constructivă de a vedea lucrurile • NU ideilor distructive vs. Argumentelor slabe
Acest instrum poate fi utilizat integral sau parţial
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Beneficiile celor 6 Pălării Gânditoare
Asigură un limbaj comun
Experienţa & inteligenţa fiecărei persoaneparticipante (Diversitatea gândirii)
Utilizarea unui procent mai mare din creier
Ajută oamenii să lucreze într-un stil noncoformist,fără stereotipuri, în funcţie de preferinţe
Ego-ul fiecărei pers este lăsat deoparte (reducereaconfruntărilor)
Economiseşte timp
Focus (câte un lucru pe rând)
Crează, evaluează & implementează planuri deacţiune
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Utilizarea pălăriilor
Folosiţi orice pălărie ori de câte ori este necesar
Ordine acestora poate fi prestabilită sau săevolueze în funcţie de nevoile constatate lamomentul respectiv
Nu este necesară utilizarea fiecărei pălării
Timpul petrecut sub fiecare pălărie: în general,scurt
Necesită disciplină din partea fiecărei persoane
Adaugă un element de joacă “play along”
Poate fi utilizat de indivizi sau de grupuri
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The blue hat
Thinking about thinking
Instructions for thinking
The organization of thinking
Control of the other hats
Discipline and focus
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The blue hat role
Control of thinking & the process
Begin & end session with blue hat
Facilitator, session leader’s role
Choreography
• open, sequence, close
• Focus: what should we be thinking about
• Asking the right questions
• Defining & clarifying the problem
• Setting the thinking tasks
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Open with the blue hat…
Why we are here
what we are thinking about
definition of the situation or problem alternative definitions
what we want to achieve
where we want to end up
the background to the thinking
a plan for the sequence of hats
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…and close with the blue hat
What we have achieved
Outcome
Conclusion
Design
Solution Next steps
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White Hat Thinking
Neutral, objective information
Facts & figures
Questions: what do we know, what don’t
we know, what do we need to know Excludes opinions, hunches, judgements
Removes feelings & impressions
Two tiers of facts
• Believed Facts
• Checked Facts
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Red Hat Thinking
Emotions & feelings
Hunches, intuitions, impressions
Doesn’t have to be logical or consistent
No justifications, reasons or basis
All decisions are emotional in the end
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Yellow Hat Thinking
Positive & speculative
Positive thinking, optimism, opportunity
Benefits
Best-case scenarios
Exploration
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Green Hat Thinking
New ideas, concepts, perceptions
Deliberate creation of new ideas
Alternatives and more alternatives
New approaches to problems
Creative & lateral thinking
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Black Hat Thinking
Cautious and careful
Logical negative – why it won’t work
Critical judgement, pessimistic view
Separates logical negative from emotional
Focus on errors, evidence, conclusions Logical & truthful, but not necessarily fair
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Rezumat Şase Pălării Gânditoare
Albastră: controlul & organizarea gândirii
Albă: informaţii obiective & date statistice
Roşie: emoţii & sentimente
Galbenă: speranţă, aspecte pozitive
Verde: creativitate, idei & gândire laterală
Neagră: aspecte negative, precauţie & grijă
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Asking the right question
We can’t get the right answer
if we ask the wrong question Crucial blue hat skill
One technique: five whys
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Creative Problem Solving
Paul Reali • CyberSkills, Inc.
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“Traditional” CPS
Mess-finding
Data-finding
Problem-finding
Idea-finding
Solution-finding Acceptance-finding
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Common idea-finding methods
Brainstorming
Mind Maps
Free association
Freewriting
Incubation
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Six hats & problem solving
A more deliberate process than CPS
Like CPS, uses creativity (green hat)
Unlike CPS, provides a mechanism forevaluating ideas & making decisions
H th ti l bl l i
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Hypothetical problem solving
program using the hats - 1
Blue hat• Organize the process
Red hat
• Emotional issues & feelings
White hat• What do we know, need to know
Yellow hat
• Proposals & suggestions; what ifs, why nots
H th ti l bl l i
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Paul Reali • CyberSkills, Inc.
Blue hat• Focus on the areas that need new ideas
Green hat
• Generate new ideas & concepts
Blue hat• Organize ideas & process for evaluation
White, yellow & green hats
• Constructive thinking
Hypothetical problem solving
program using the hats - 2
H th ti l bl l i
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Paul Reali • CyberSkills, Inc.
Yellow hat• Positive assessment of viable alternatives
Black hat
• Screening for impossible, unusable
• Challenge the alternatives Yellow & green hats
• Overcome objections, correct faults, removeweaknesses, solve problems
Black hat• Further scrutiny; point out risks, dangers
Hypothetical problem solving
program using the hats - 3
H th ti l bl l i
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Paul Reali • CyberSkills, Inc.
Blue hat• Overview of achievements so far
• Organize choice of route
Red hat
• Express feelings about the choices Yellow & black hats
• Looking for the best alternative
Blue hat
• Strategy for implementation
Hypothetical problem solving
program using the hats - 4
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Paul Reali CyberSkills Inc
Want to learn more?
Workshops by Paul Reali
• CyberSkills, Inc.
• 336.774.1411
• www.cyberskills.com or www.omniskills.com
Lateral Thinking, deBono’s Thinking Course,and other books by Edward deBono