6 thinking hats in change management #1

The Six Thinking Hats by Edward de Bono.
An insight of Six thinking Functions and Roles identified by Hats to be practiced in Change Management thinking and restructuring in the 21st Century Leadership.
To assist in thinking process using best effective parallel thinking skills within organization function to develop a more productive, focused, and mindfully involved thinking with success in corporations worldwide
To improve our thinking skills to overcome confused thinking arising from trying to do too much at once and to emphasize on what can be, not what is.
Day1
Introduction – Six Thinking Hats
Traditional Vs Parallel Thinking
The Six Hats Process
Six Hats in Meetings
21st Century Leadership & Change
Management
Introduction to Leadership
21st Century Qualifiers,
Innovative Thinking
21st Century Leadership
& Change Management
21st Century Skills & Literacy
Innovation Leadership

1. MPPS Penang 8-9 April 2015
SIX THINKING HATSSIX THINKING HATS

2. Day1
Introduction – Six Thinking Hats
Traditional Vs Parallel Thinking
The Six Hats Process
Six Hats in Meetings
21
st
Century Leadership & Change
Management
Introduction to Leadership
21
st
Century Qualifiers,
Innovative Thinking
 21
st
Century Leadership
& Change Management
 21
st
Century Skills & Literacy
 Innovation Leadership

Course Outline
SIX THINKING HATSSIX THINKING HATS

3. Introduction:
SIX THINKING HATSSIX THINKING HATS
What are the Six
Thinking Hats?
and
Why Six Thinking
Hats?

4. SIX THINKING HATSSIX THINKING HATS
Six Thinking Hats is a simple, effective parallel thinking
process that helps people be more productive, focused,
and mindfully involved.
Used with success in
corporations worldwide, Six
Thinking Hats is a powerful tool
set, which once learned can be
applied immediately for more
effective & productive outcome!
The Six Thinking Hats by Edward de Bono.

5. To have an insight of Six thinking Functions and Roles
identified by Hats to be practiced in Change Management
thinking and restructuring in the 21
st
Century Leadership.
SIX THINKING HATSSIX THINKING HATS
Objective
To assist in thinking process
using best effective parallel
thinking skills within organization
function to develop a more
productive, focused, and
mindfully involved thinking with
success in corporations
worldwide

6. Two Main Purposes For Two Main Purposes For
Six Thinking HatsSix Thinking Hats
1.Simplifies thinking by having
to deal with one thing at a
time.
2.Allows a switch in thinking
without threatening ego.
SIX THINKING HATSSIX THINKING HATS
To improve our thinking skills to overcome confused
thinking arising from trying to do too much at once and to
emphasize on what can be, not what is.
Objective

7. Traditional Thinking Vs Parallel Thinking Traditional Thinking Vs Parallel Thinking
Socrates
Plato
Aristotle
Traditional Thinking, also called ‘argument’, ‘adversarial’, or
‘western’ thinking„ dates 2400 years back based on
philosophies of :-
Three Philosophers with Traditional Thinking
Partial exploration of
subject /problem.„
Concerned with ‘what is’.
Involves analysis,
judgment and argument.
Thinks about too many
aspects / things at a time

8. Traditional Thinking Vs Parallel Thinking Traditional Thinking Vs Parallel Thinking
Focused on the
Negative
Socrates
Socrates used to
point out ‘what was
wrong’ to clarify the
concepts

9. Traditional Thinking Vs Parallel Thinking Traditional Thinking Vs Parallel Thinking
Concerned
with What Is-
Aristotle
– Aristotle believed that people
would put together different
‘boxes’ in their mind based on
their experience & judge things
into one of those boxes
– So, traditional thinking is
concerned with “what is” which
is determined by analysis,
judgment & argument.
It is not constructive or creative
and doesn’t involve design

10. Traditional Thinking Vs Parallel Thinking Traditional Thinking Vs Parallel Thinking
See Shadows
of the Truth
– Plato believed that we can see only shadows of truth as
we go through life.
Plato

11. Parallel Thinking :-
Full exploration of subject/
problem.„ Concerned with
‘what can be’.„
Involves constructive thinking,
creative thinking and ‘designing
away forward’. „
A conceptual method for effective team meetings, problem
solving, decision making and evaluation where all focus in the
same direction at any moment„. Changes of direction and„ all
views are put down in parallel. „
Parallel Thinking Parallel Thinking
First published by Edward
de Bono in 1985.„
Deals with only one aspect /thing at a time.

12. Applications of Parallel Thinking Process
from Six Thinking Hats
Leadership Development
Team Productivity
 Alignment and Communication
Creative and innovative thinking
Leadership and decision making
Product / Process Improvement and

Project Management
Critical, Analytical Thinking and
Problem-Solving
Organizational Change/Performance
where high Performance Thinking and

Action is needed
Parallel Thinking Parallel Thinking

13. What are the
Six Thinking
Hats Process?
The Six Hats ProcessThe Six Hats Process

14. Applied in Organization to separate thinking into six clear
functions and roles.
By mentally wearing and
switching "hats," you can
easily focus or redirect
thoughts, the conversation,
or the meeting.
The Six Hats Process
Each thinking role is identified with a colored symbolic
"thinking hat."
The Six Hats ProcessThe Six Hats Process

15. Control OrganizationControl Organization
Responsible for Responsible for
ConclusionsConclusions
Sets the FocusSets the Focus
Use of All the HatsUse of All the Hats
The Blue Hat is used to manage the thinking
process. It's the control mechanism that ensures
the Six Thinking Hats® guidelines are observed.
The BLUE Hat
The Six Hats ProcessThe Six Hats Process

16. Neutral and ObjectiveNeutral and Objective
Deals with FactsDeals with Facts

The White Hat calls for information known or
needed. "The facts, just the facts."
The WHITE Hat
The Six Hats ProcessThe Six Hats Process

17. EmotionsEmotions
FeelingsFeelings
HunchesHunches
IntuitionIntuition
The Red Hat signifies feelings, hunches and intuition.
When using this hat you can express emotions and
feelings and share fears, likes, dislikes, loves, and
hates.
The RED Hat
The Six Hats ProcessThe Six Hats Process

18. CreativeCreative
New Ideas and ConceptsNew Ideas and Concepts
Search for AlternativesSearch for Alternatives
The Green Hat focuses on creativity; the possibilities,
alternatives, and new ideas. It's an opportunity to
express new concepts and new perceptions.
The GREEN Hat
The Six Hats ProcessThe Six Hats Process

19. OptimisticOptimistic
HopefulHopeful
Positive ThinkingPositive Thinking
ConstructiveConstructive
EffectiveEffective
The Yellow Hat symbolizes brightness and optimism.
Under this hat you explore the positives and probe
for value and benefit.
The Yellow Hat
The Six Hats ProcessThe Six Hats Process

20. SeriousSerious
CautiousCautious
CarefulCareful
Lays Out RisksLays Out Risks
The Black Hat is judgment - the devil's advocate or why
something may not work. Spot the difficulties and dangers;
where things might go wrong. Probably the most powerful
and useful of the Hats but a problem if overused.
The BLACK Hat
The Six Hats ProcessThe Six Hats Process

21. The Pencil ParableThe Pencil Parable
Take 5!
Relax &
Watch!

22. Emotions, Feelings, Hunches, Intuition
22Serious, Cautious, Careful, Lays Out Risks
Optimistic, Hopeful, Positive Thinking, Constructive,
Effective
Creative, New Ideas and Concepts, Search for
Alternatives
Control Organization, Responsible for Conclusions,
Sets the Focus, Use of All the Hats
Neutral and Objective, Deals with Facts
The Six Hats ProcessThe Six Hats Process

23. Six Hats in Meetings

Six Hats in MeetingsSix Hats in Meetings
Practice parallel Thinking
Doing one thing at a time
Saving Time -see all sides
Deriving power from focused
thinking
Removing ego from decisions
Using the Six Thinking Hats
in organizing meetings

24. ““Thinking—”Thinking—”
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.
“The Ultimate Human Resource”

25. 6 HATS 6 HATS
THINKINGTHINKING
Saving time
Removing ego
from decisions
Doing one thing at a time
Deriving Power from
Focus Thinking
Parallel Thinking in organizing meeting
Practice Parallel ThinkingPractice Parallel Thinking

26. Doing one thing at a time
If we focused on one thing, one business problem, one
conversation? We’d be more focused, apt, adaptive and
therefore better decision makers. The better we can solve
problems, the more productive, more successful & more happy.
And isn’t that the point? THINK!
Don’t they deserve that? I deserve
that. Or at least I want that. But when
I do another or anything at the same
time, I take away from that.
There’s a reason I’m there, a reason
we’re talking.
Responding to e-mails, answering calls & texting in a
meeting. I am not giving either the whole of me.
Practice Parallel ThinkingPractice Parallel Thinking

27. Saving time - see all sides
You start by discussing the advantages, then
you move on to the disadvantages. The
benefit of this is that proposals are not stifled
simply by listing the disadvantages.
«If there is any one secret of success, it
lies in the ability to get the other person's
point of view and see things from that
person's angles as well as from your
own.»
Henry Ford
Six Thinking Hats, shortens meetings time with better outcome.
You synergize all the energy of the participants for a shorter, more
efficient and more creative meeting.
Advantages:
-improves understanding of the other people in a discussion.
-avoid controversies by discussing a topic in parallel without
going backward and forward between the advantages and
disadvantages of a proposal.
Practice Parallel ThinkingPractice Parallel Thinking

28. Deriving Power from Focus Thinking
Focus helps pay attention in
the midst of distractions and
setbacks and to sustain the
effort and energy needed to
reach a goal.
Focus thinking is the skill that allows people to begin a task
without procrastination by being focus and maintain their
attention and effort until the task is complete.
Practice Parallel ThinkingPractice Parallel Thinking
example:
-a child with good Focus skills, sits down to begin an essay
and then diligently writing until the assignment is done without
getting distracted by the television, Internet, or friends.

29. Removing ego from decisions
1.How will this decision make things better for the
organization?
2.How will this decision affect employees?
3.How will this decision affect me?  
Leaders need passion to love the work they do and the 
people who do it and have conviction about what they do; By 
contrast, personalization is the conflation of ego and hubris 
that causes a shift of focus from what the company should do 
instead of what you want to do.
So here are three questions every 
leader must ask when making 
decision that have significant 
consequence on organization.
Practice Parallel ThinkingPractice Parallel Thinking

30. Using Six Hats in meetings
Create:    dynamic, results oriented meetings that make        
                  people want to 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 "turf protection" in check
Achieve: significant and meaningful results in a less time
Using Six Hats in MeetingsUsing Six Hats in Meetings

31. Maximize: productive collaboration and minimize         
                      counterproductive interaction/behavior
Consider:  issues, problems, decisions, 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
Using Six Hats in meetings
Using Six Hats in MeetingsUsing Six Hats in Meetings

32. The first purpose of the 6 Hats       
    method is to simplify thinking so      
    we can deal with one thing at a      
     time. 
The second main purpose of the   
    method is to allow an easy      
    switching device.
    
Benefits of the Six Hats Method
Decision-making time is cut into less than half with the 
proper use of the six hats. 
SIX THINKING HATSSIX THINKING HATS
This does not threaten egos and 
can be played like a game. 
In the end, all final decisions are really                    Hat or 
emotional decisions. 

33. Results of Six Hat ThinkingResults of Six Hat Thinking
Decisions Seem to
Make
Themselves!
SIX THINKING HATSSIX THINKING HATS

34. 21
st
Century Leadership & Change Management
2121
stst
Century Leadership Century Leadership
Introduction to Leadership
21
st
Century Qualifiers,
Innovative Thinking
 21
st
Century Leadership
& Change Management
 Innovation Leadership

35. To inspire your workers into higher levels
of teamwork, you must:-
be, know and, do.
These do not come naturally, but are
acquired through continual work and
study. Good leaders continually improve
their leadership skills; they are NOT
resting on their laurels.
Good leaders are made. They are not born.
Effective leader- desire and will power through a never ending
process of self-study, education, training, and experience.
(Jago, 1982).
Leaders, Leaders,
2121
stst
Century Leadership Century Leadership
born born or or mademade??

36. Leadership is an essential factor to the success of every 
organization… as is new thinking. Being (a new thinking 
leader), teaching others to be leaders, modeling the way as 
a leader is critical if teams and organizations are to thrive. 
Research consistently and 
repeatedly shows where 
‘new thinking’ leadership is 
present in an organization, 
positive change happens; 
Personal, team and 
organizational success 
occurs. 
21
st
Century Leadership

2121
stst
Century Leadership Century Leadership

37. The 21
st
Century Qualifier, Innovative Thinking

This new call for innovation, a
shift from 20
th
century traditional
view of organizational practices,
which discouraged innovative
behaviors, to the 21
st
century
view of valuing innovative
thinking as a “potentially
powerful influence on
organizational performance”.
2121
stst
Century Leadership Century Leadership

38. What would you choose?What would you choose?
Take 5!
Relax &
Watch!

39. 21
st
Century Careers
A need to keep yourself current, resilient through continuous
learning, as well as connected to your values is the career of
the 21st century.
21st century careers is all
about CHANGE in our
thinking, strategies and
behaviors to those that
work in the new ever-
changing and challenging
environment to meet the
challenges of the times. 
2121
stst
Century Skills & Literacy Century Skills & Literacy

40. 2121
stst
Century Skills & Literacy Century Skills & Literacy

41. Where are we today?
     Browse horizontally across the 21
st
Century Skill &
Literacy. Put a ‘tick’ if you are familiar with the skill.
    Your 21th Century
Skills & Literacy score
is as below,

 (Total)19   X  100%                
54
  Literacy Score = 35%
Total:      19
Go through the 6 Skills from top to bottom.
Sum up the total and see your Score!.
Workshop on 21
st
Century Literacy

42. CHANGE
-manage the present and plan
the future.
-problem is, can’t have the
same people doing both jobs.
If present time people with
operational responsibilities are
asked to think about the future,
they will kill it.

IMPROVEMENT IMPROVEMENT
WITHOUT WITHOUT
ENDINGENDING
Constant Change -today’s era. To stay competitive,
Without Change for the better (Kaizen), there will be no Continuous
Improvement to be Competitive in the current Global competition

43. To live and succeed in the
present world, you will need
for an increased focus on
communication,
collaboration, and
creativity and an emphasis
on using technology in
order to learn how to
learn, solve problems,
and think creatively.
The “3 C’s” of 21
st
Century Skills
21st Century SKILLS
Create CollaborateCommunicate
2121
stst
Century Skills & Literacy Century Skills & Literacy

44. 21st Century Skills
Workforce must be taught to use technology efficiently and
effectively, ethically and appropriately, safely and respectfully
to learn how to learn, solve problems, and think creatively.
2121
stst
Century Skills & Literacy Century Skills & Literacy

45. 5 C’s… 215 C’s… 21
stst
Century Skills, Lesson Upgrade Century Skills, Lesson Upgrade
??

46. In the 2
nd
decade of 21
st
Century, it is increasingly apparent
that personality power and technical-managerial competence
are no longer the primary qualifiers for developing effective
leadership.
As problems increasingly defy
technical solution and obstacles
to progress, no longer bow to
charisma. Practitioners of
leadership find themselves in
uncharted territory.
Without effective leadership with ‘new thinking’, individuals
teams and organizations flounder as we simply repeat the
'same old same old' over and over again even as we try
harder…….
21
st
Century Leadership & Change Management
2121
stst
Century Leadership Century Leadership

47. We examine and analyze the situation,
looking for logic.
Unfortunately, the rapid analysis and
rational decision-making used has
serious limitations.
Current problems and circumstances
become so complex, they don’t fit
previous patterns. We don’t recognize
the situation. We can’t automatically
know what to do.
The pressure to adapt is the need to innovate.
But how? When faced with confusion or a problem,
our instinct is to repair it with order.
2121
stst
Century Leadership Century Leadership

48. To make effective sense of
unfamiliar situations and
complex challenges, we
must have a grasp of the
whole situation, its
variables, unknowns and
mysterious forces.
What worked before doesn’t work today.
This requires skills beyond everyday analysis.
It requires Innovation Leadership.
21
st
Century Leadership & Change Management

49. Change and Change ManagementChange and Change Management
Change: to cause to be different OR to
undergo transformation
Change management: a systematic approach
to dealing with change, both from the
perspective of an organization and on the
individual level

“The amount of change that the leadership of
an organisation desires must be balanced
with the amount the organisation is capable
of handling.“

50. Adapting to new Changes in Leadership

  “the need for innovation in
organizations has resulted in
a new focus on the role of
leaders in shaping the nature
and success of creative
efforts” in order to adapt to
new changes.
Without innovation leadership,
organizations are likely to
struggle.
Innovation Leadership

51. What is Innovation Leadership?

The key role in the
practice of innovation
leadership is the…
Innovation Leader. 
-synthesizing different leadership styles in organizations to
influence to produce creative ideas, products, services and
solutions. Dr. David Gliddon (2006) developed the competency model of innovation leaders and

established the concept of innovation leadership at Penn State University.
Innovation Leadership

52. As an approach to organization development,
Innovation leadership can be used to support the
achievement of the mission or vision of an organization or
company.
In an ever changing world
with new technologies
and processes, it is
becoming necessary to
think innovatively in order
to ensure their continued
success and stay
competitive.
Innovation Leadership

53. Own as Principal the role of Innovator-in-Chief:
You can’t delegate innovation:  
“Innovation
distinguishes
between a leader and
a follower’’
Steve Jobs.
Innovation Leadership
“In the most innovative companies, senior executives didn’t
just delegate innovation; their own hands were deep in the
innovation process…

54. Managers  vs  LeadersManagers  vs  Leaders
Take 5!
Relax &
Watch!

55. SIX THINKING HATSSIX THINKING HATS

 Leading & Managing
Change
Six Hats in Innovation &
Creativity


Workshop on real
application of Hats
Summary & debrief


Day2

56.     Principal Consultant for Lean Management.
Certified Kaizen Specialist & TPM with 30 over
years working experience.
Provides Technical Consulting Services on TPM,
Kaizen, Cellular system & Moonshine set up.
An Innovator with Mechanical background that
adopts Green Living. Innovates by Recycling and
Reusing Idle resources to eliminate waste to add
Value to promote Green.

Founder of Tim’s Waterfuel, an alternative Hydroxy
fuel supplement using Water that adds power and
reduce Co2 emission on automobiles.

 An NGO Community worker for Prison, Drug
Rehabilitation and CREST North (Crisis Relieve &
Training) Malaysia, an organization that respond to
Crisis & Flood.
Timothy Wooi
Add: 20C, Taman Bahagia, 06000,

Jitra, Kedah
Email: [email protected]
H/p: 019 4514007 (Malaysia)
SIX THINKING HATSSIX THINKING HATS