Basic introduction of Chinese name: six thinking hats nature: thinking training mode development: Edward debono author, classification, white thinking hat, green thinking hat, yellow thinking hat, black thinking hat, red thinking hat, blue thinking hat, function, application, application description, application process, practical application, I, green thinking hat, II, blue thinking hat, case analysis, application steps, classic quotations, Dr. Edward de Bono was born in Malta on 1933. Received a doctorate in psychology from Oxford University and a doctorate in medicine from Cambridge University. He has worked in Oxford University, London University, Harvard University and Cambridge University. For the first time, Dr. edward de bono established the research of creative thinking on the basis of science, and he is an international authority in the field of thinking training. The European Innovation Association listed him as one of the 250 greatest contributors in human history. He has extensive influence in the world business community. Debono is the founder of lateral thinking theory. As a part of language, the word "lateral thinking" has been included in Oxford English Dictionary and Longman Dictionary. Dr debono wrote 68 books in his life, among which I was wrong about you was recommended by three Nobel Prize winners. 1990 Hosted the Nobel Prize Winners Conference in Seoul, South Korea. The name debono has become a symbol of creativity and new thinking. De Bono has published 62 kinds of works, and his representative works Six Thinking Hats and Lateral Thinking Methods have been translated into 37 languages and sold in 54 countries, which have been widely promoted and affirmed in business, education and politics in these countries. For a long time, debono's thinking, as a decision-making guide for * * *, enterprise and personal life, has been recognized as the most effective innovative thinking training tool. The International Thinking Conference awarded him the title of "pioneer" for his outstanding contribution to human thinking. Classifying six thinking hats means using six hats of different colors to represent six different thinking modes. Everyone has the ability to use the following six basic modes of thinking: white thinking hat is neutral and objective. Wearing a white thinking hat, people think about objective facts and data. Green thinking hat green represents green grass and symbolizes vitality. The green thinking hat symbolizes creativity and imagination. It has the functions of creative thinking, brainstorming and different thinking. Yellow thinking hat Yellow represents value and affirmation. People wearing yellow thinking hats think positively and express optimistic, hopeful and constructive views. Black Thinking Hat Wearing a black thinking hat, people can criticize logically with negative, doubtful and questioning views, express negative views and find out logical errors. Red thinking hat Red is the color of emotion. Wearing a red thinking hat, people can express their emotions, and people can also express their intuition, feelings, hunches and other views. The blue thinking hat is responsible for controlling and regulating the thinking process. Be responsible for controlling the use order of various thinking caps, planning and managing the whole thinking process, and making conclusions. The role of six thinking hats is a parallel thinking tool, an innovative thinking tool, an operational framework for interpersonal communication, and an effective way to improve team IQ. Six thinking hats are a simple and proven thinking tool, which gives people enthusiasm, courage and creativity, and makes every meeting, discussion, report and decision-making full of new ideas and vitality. This tool can help people: put forward constructive opinions; Listen to other people's views; Think about the same problem from different angles to create an efficient solution. Use "parallel thinking" instead of critical thinking and vertical thinking. Improve the brainstorming ability of team members and provide operational tools that integrate comprehensive effects. Six Thinking Hats is the research achievement of Dr. debono in the field of innovative thinking. Once published, it has been widely recognized by academic circles and all walks of life. Peter Ueberroth, an American businessman, successfully hosted the Olympic Games for the first time in 1984, and made a huge profit of1500,000 US dollars. He attributed his extraordinary achievements to the new ideas and new viewpoints triggered by the lateral thinking method. Participated in the training course of six thinking hats organized by Dr. Gadbono. Debono was invited to teach six thinking hats at the American Federal Law Conference from 65438 to 0996. The audience is more than 2,300 senior lawyers, judges and celebrities from 52 federal countries and invited countries. The US military also recognizes the value of Dr. debono's innovative thinking tool represented by six thinking caps. General CavyAdmiral asked him to be a consultant to provide advice for global hot political negotiations. Twenty generals met in Rhode Island, Newport, and invited Dr. debono to discuss YZK's achievements with creative thinking tools. He is the only ordinary citizen and foreigner who attended the meeting. Even the White House is promoting debono's lateral thinking. New york Branch of the United Nations International Innovation Center once invited debono to give employees a training course on "Six Hats", hoping to inspire new ideas and creativity. The biggest misunderstanding of the understanding of six thinking hats is that thinking is only divided into six different colors. The key to the application of six thinking hats lies in the way users arrange their hats in order, that is, the process of organizing thinking. Only by mastering the process of knitting thinking can we really master the application method of six thinking hats, otherwise people will often think that this tool is not practical. But it is difficult to achieve the ideal effect just by reading. The order of hats is very important. We can imagine that when writing an article, a person needs to plan his own structural outline in advance so as not to be confused. Before compiling a large program, a programmer needs to design the module flow of the whole program. The same is true of thinking. Six thinking hats not only define different types of thinking, but also define the influence of the process structure of thinking on the result of thinking. Most people think that six thinking hats are tools for teamwork, but in fact, six thinking hats are also of great value to individuals. A person needs to consider a task plan, so he has two situations that he is most unwilling to face. One is a blank in my mind, and I don't know where to start. The other is the congestion caused by the confusion and too many thoughts in his mind. Six thinking hats can help him design a thinking outline and think in a certain order. As far as the practice of this thinking tool is concerned, it will make most people feel clearer and more agile. In team application, the biggest application occasion is the meeting, especially the discussion meeting here, because this kind of meeting is a platform for real collision and docking of thinking and viewpoints, and it is often not because of some external skills shortage, but because we fundamentally disagree with other people's views. Six thinking hats have become a particularly effective communication framework. Everyone should organize their thoughts and speeches according to the framework system under the guidance of Blue Hat, which can not only effectively avoid conflicts, but also discuss a topic more fully and thoroughly. The application of six thinking hats in meetings can not only shorten the meeting time, but also strengthen the depth of discussion. Six thinking hats can also be used as a framework for written communication, with the structure of six thinking hats to manage e-mail, with the framework structure of six thinking hats to organize reports, document review and so on. In addition to using six thinking hats in work and study, using six thinking hats in family life can often achieve some special effects. In most teams, team members are forced to accept the established thinking mode of the team, which limits the cooperation between individuals and teams and cannot effectively solve some problems. Using the six thinking hat model, team members are no longer limited to a single thinking model. Thinking hat represents the role classification and a thinking requirement, not the actor himself. The six thinking roles represented by the six thinking hats cover almost the whole process of thinking, which can not only effectively support individual behavior, but also support mutual stimulation in group discussion. Application process The following are the typical application steps of the six-thinking hat in the meeting: 1, stating the problem (white hat); 2, put forward the method to solve the problem (green hat); 3. Evaluate the advantages of the scheme (yellow hat); 4. List the shortcomings of the scheme (black hat); 5. Make an intuitive judgment on the scheme (red hat); 6. Summarize the statement and make a decision (Blue Hat). The actual use of green hat and police tactical unit is opposite, because the green thinking hat is very free and active, and can be unconstrained. The blue thinking hat aims to control and guide the direction of the thinking process. First, the green thinking hat imagines grasslands, trees, vegetables and growth. Imagine positive growth and gains. Imagine germination and branching. A cuckold is an active hat. Green hats are used for creative thinking. In fact, the cuckold husband contains the meaning of the word "creativity". 1. Creative thinking refers to bringing something or producing something, similar to constructive thinking. The green hat focuses on making suggestions. 2. Creative thinking means new ideas, new choices, new solutions and new inventions. The emphasis here is "new". White hat lists information. Red hats allow us to express our feelings. Black hat and yellow hat handle logical judgment. Therefore, it is the turn of the green hat to take practical action, and the green hat must make suggestions. When you are asked to wear a green hat, you should make suggestions and ideas. This is an active thinking, not just a passive reaction to things. Unlike yellow hats and black thinking hats, green thinking hats don't have to provide logical reasons for their suggestions or ideas, just put forward ideas for further testing. The five main purposes of the cuckold are as follows: using the existing information of the white hat to investigate the situation. The cuckold examines the situation with ideas, concepts, suggestions and possibilities. Make suggestions The green hat is used to make any kind of suggestions and suggestions. These suggestions are not necessarily new ideas. They can be suggestions for action, solutions to problems and possible decisions. Wear a green hat, you can have all kinds of active thinking. When no one knows what to do, it's time to put on a cuckold and think. Look for other options If an explanation has been given, or an action plan has been discussed, then you can ask everyone to put on a green hat and look for further explanations and other options. What other possible explanations are there? What else can I do? Before taking action, the green hat aims to broaden our choices. As for evaluating these choices, it is the task of the yellow hat and the black hat. Put forward new ideas. Sometimes, we need new ideas. When the old methods no longer work, or there is no feasible way to solve the problem, it is necessary to think creatively or horizontally. This kind of thinking is the basic role played by the green hat. If you ask someone to think something green, you are asking him to go beyond the established scope and come up with new ideas. You can't ask others to be creative, but at least you can ask others to try. We should consciously use the lateral thinking skills introduced at the back of this book in order to generate new ideas. Inspired by cuckoldry, we can come up with all kinds of experimental ideas, although we don't know whether these ideas are feasible or not. We can also consciously put forward incentives, which are not necessarily useful ideas, but are only used to help us break away from the conventional thinking track and look at things from different angles. The skills of motivation will be introduced later in this book. Action and vitality The characteristics of green thinking hat are action and vitality. A painter stands in front of a blank canvas, and his most important thing is to start acting. This action may be to draw a sketch, or to sprinkle some paint on the canvas. When there is a blank, you need an idea. Blank situations need green thinking hats, and so do conformist or stagnant situations. Second, the blue thinking hat imagines the blue sky. The sky is high. If you fly in the sky, you can overlook everything. Wearing a police tactical unit means going beyond the thinking process: you are overlooking the whole thinking process. Police tactical unit is a reflection of thinking. Police tactical unit means to review and summarize the thinking process. It controls the thinking process. Police tactical unit is like the conductor of a band. Put on the other five hats, we are all thinking about the thing itself, but put on the blue hat, we are thinking. People wearing blue hats will quit the thinking process in order to monitor and observe the whole thinking process: 1. Where are we now? Where are we now? What is the focus of the problem? What else do we need to do? These questions are aimed at clarifying what we are thinking at the moment. Are we wandering aimlessly or trying to do something? 2. What's the next step? What should we do next (in our thinking process)? The blue thinking hat may suggest wearing another hat to think, or make a summary, or clarify the key points of thinking. When it seems that people don't know what to do next, it is necessary to give guidance and advice. Maybe everyone has different views on what to do next, and then they need to make a decision. If everyone knows what to do next, then go straight to the next step. 3. Thinking program In addition to determining what to do next, police tactical unit can also be used to design the whole thinking process, that is, to make a timetable or use order for different thinking steps. This is usually done at the beginning of a meeting, but it can also be used at any time. The thinking program can cover the whole meeting process, or it can only be used for a project or part of a project. In some cases, the thinking program consists of six thinking caps in the order of use. Police tactical unit was designed to treat thinking formally. Just as computer programmers program computers, police tactical unit programs thought processes. 4. Summarize any point in the process of thinking. Members who participate in thinking can put on police tactical unit and ask for a summary. "Where are we now? How far have we come? Can you sum it up? " This summary may bring you a sense of accomplishment, or it may show that everyone's thinking has been fruitless so far. Summarization also helps to clarify different views. 5. Observing and commenting on the blue thinking hat transcends the thinking process and ignores what happened. So the blue thinking hat is responsible for observing and commenting. "It seems that so far, we have been arguing about the goal of the meeting." "We have to consider several plans, but now we have only discussed one plan." "A lot of red thinking hats were taken away this morning." police tactical unit's role is to make thinkers clearly aware of their thinking behavior. Is thinking and behavior effective? 6. Wrong usage of blue thinking hat In practice, in fact, many people are already using blue thinking hats, but they just don't say it directly. However, it will be more effective to make it clear. Abuse of police tactical unit should be avoided. If you stop the meeting every few minutes and post a police tactical unit comment, it will easily annoy everyone. Sometimes, case analysis is more effective as a thinking tool. Six thinking hats have been set as teaching courses in the field of school education in more than 50 countries such as the United States, Japan, Britain and Australia. At the same time, it has also been adopted by many famous commercial organizations in the world as a general tool to create organizational synergy and creativity. These organizations include: Microsoft, IBM, Siemens, Nokia, Motorola, Ericsson, Boeing, Panasonic, DuPont, McDonald's and so on. For example, 370,000 people from Siemens in Germany studied debono's thinking course, and the product development time was reduced by 30%. British Channel 4 TV said that through training, they created more new ideas in two days than in the past six months. British Xerox reported that by using the skills and tools they learned, it took them less than a day to complete the work that used to take a week. ABB Finland once spent 30 days discussing international projects, but today, by using parallel thinking, it only takes 2 days. JPMorgan Chase reduced meeting time by 80% and changed their culture in Europe by using six thinking hats. McDonald's Japan Company let employees participate in the thinking training of "six thinking hats" and achieved remarkable results-employees have more * * *, and frank communication reduces the negative effects of "black thinking hats". In DuPont's Innovation Center, a special topic was set up to discuss how to change the company culture with debono's thinking tools. The "six thinking hats" are widely used in the company. Through the training of six thinking hats, we can master: how to guide more concentrated and efficient meetings, how to find opportunities where most people can only find problems, how to look at problems from new and unusual angles, how to look at problems from multiple angles, how to cultivate collaborative thinking, how to reduce confrontational and judgmental thinking in interaction, how to take deliberate steps to solve problems and find opportunities, and how to create a dynamic situation. How to win a positive environment for people's participation, how to find unnoticed, effective and innovative solutions when solving problems, how to realize simple and easy tools for the company, how to concentrate and have meetings efficiently, how to find opportunities where most people can only find problems, and how to find a new angle of problems. So as to find business opportunities, decompose problems into different levels of skills, cultivate the team's collaborative thinking ability, reduce the methods of confrontation in communication, how to create a dynamic and positive environment, how to win people's participation, how to effectively improve creativity and how to easily implement solutions. Six-hat thinking is revolutionary, because it frees us from speculation, helps people list all views side by side, and then finds a solution. Using the six hats method, we can sort out different aspects of thinking, instead of solving all problems at once. We can focus on risk factors, followed by benefits, then feelings and so on. We can make a person put on a hat and adopt some kind of thinking, or take off his hat and end his thinking. The six-hat method enables us to simply and politely encourage thinkers to use equal energy in each thinking process, rather than sticking to one model. Many multinational companies in the world have adopted the six-hat thinking. In 55 countries around the world, more than 6.5438+0.5 million people have successfully completed the seminar on six thinking hats. Function and value: 1. This kind of thinking is different from critical, argumentative and antagonistic methods, but a constructive, designed and innovative thinking management tool. 2. It enables thinkers to overcome emotional contagion, get rid of helplessness and confusion of thinking, get rid of the shackles of habitual thinking, and think in a more efficient way. 3. The visualization of six-color hats makes it very easy for us to master complex thinking. When you think the problem can't be solved, the "six thinking hats" will give you a brand-new opportunity. 5. Let different ideas and viewpoints be organized harmoniously. Avoid confrontation between people. 6. After careful consideration, I finally went to find the answer. 7. Don't be proud and one-sided. Six hats represent six thinking roles, covering almost the whole process of thinking, which can not only effectively support individual behavior, but also support mutual stimulation in group discussion. User: Six thinking hats have gone through the process from theory to curriculum development, which can be used in corporate meetings, decision-making, communication, reporting and even personal life. Many enterprises evaluate that the implementation of six thinking hats has improved corporate culture and greatly improved management efficiency. Applying "six thinking hats" to think about problems in work will also have unexpected effects. Use the "white thinking hat" to think about collecting information from all links, collecting problems existing in various departments and finding basic data. Put on a "green thinking hat" and think about these problems with innovative thinking. Instead of thinking alone, managers at all levels think creatively, and everyone puts forward their own solutions, good suggestions and good measures. Maybe these methods are wrong or even impossible. However, the application of innovative thinking mode is to jump out of the general thinking mode. Then, put on "yellow thinking hat" and "black thinking hat" respectively, and analyze all the ideas from "bright side" and "benign side" one by one, analyze the dangers and hidden dangers of each idea, and find out the best fit point. "Huang Siwei hat" and "black thinking hat" are two ways of thinking, just like Mencius' theory of good nature and evil nature, which can be denied or affirmed. At this time, put on a "red thinking hat", analyze and screen the screened problems from experience and intuition, and make a decision. In the process of thinking, you should always use the "blue thinking hat" to adjust and control the order of thinking, and sometimes even brake. Because, the viewpoint may be correct, or it may come to a dead end. Therefore, in the whole process of thinking, we should change our thinking cap at any time and analyze and discuss it from different angles. Classic quotations 1. Don't classify people. (page 8) 2. Emotions don't have to be logical or consistent. (page: 6 1) 3。 Food is delicious and necessary, but you can't eat too much, just like you can't abuse the black thinking hat. (page 68)