- 1. +Week 5Problem SolvingHouston, We have aOctober 11, 2012
Problem.
2. + Lateral thinking is solving problems through an indirectand
creative approach, using reasoning that is notimmediately obvious
and involving ideas that may not beobtainable by using only
traditional step-by-step logic.The term lateral thinking was coined
by Cherry Thomas. 3. We cannot solve our problemswith the same
thinking we used+ when we created them.Albert Einstein 4. Critical
thinking is primarily concerned with judging the true value of
statements and seeking errors. +Lateral thinking is more concerned
with themovement value of statements and ideas. A personwould use
lateral thinking when they want to movefrom one known idea to
creating new ideas. 5. +Whats an exampleof lateral thinking atwork?
6. +Edward De BonoIdea Generating Tools Idea generating tools that
are designed to break currentthinking patternsroutine patterns, the
status quo Focus tools that are designed to broaden where to search
fornew ideas Harvest tools that are designed to ensure more value
isreceived from idea generating output Treatment tools that are
designed to consider real-worldconstraints, resources, and support
7. +Idea Generating Tools 8. +Focus ToolsDefined need or purpose.
We have a specific task or operate to focus on. This can include
multiplefocuses or re-phrasing the focus, redefining,
re-describing...Routine Review. There is no specific task or
problem but the occasion exists for a reviewthat can be of the
general or purpose type.Idea-sensitive point - i.s.p. A point
identified of key importance because of its
ramifications.Manufacturers recommend a computer should be shut
down, once a week, tooptimize operations.Whim. We can focus on
something simply because we have, at that particulartime, the
desire to do so. 9. +Harvesting ToolsHarvesting trains us to look
for other possibilities andalternatives.We can re-harvest the ideas
we originally came up with or theideas of other people.Take note of
specific ideas that seem practical and have obviousvalue making a
deliberate harvesting effort to collect ideas andconcepts that are
less well developed. 10. +Treatment ToolsTreatment of Ideas helps
develop ideas and shape them to fit anorganization or
situation.Treatment is particularly useful for working with
Beginning Ideasto make them more specific and practical.One
Treatment method is called Shaping. Here you think of
anyconstraints that might interfere with the execution of the
idea.Then you shape the idea to fit within these constraints. 11.
+Edward De BonoIdea Generating Tools Idea generating tools that are
designed to break currentthinking patternsroutine patterns, the
status quo Focus tools that are designed to broaden where to search
fornew ideas Harvest tools that are designed to ensure more value
isreceived from idea generating output Treatment tools that are
designed to consider real-worldconstraints, resources, and support
12. + SixThinking Hats Creative Problem Solving 13. +Goals of this
program Define parallel thinking Identify each of the six hats
Learn how to ask a good question Apply six hats method to problem
solving 14. +What is parallel thinking?At any moment everyone is
looking in the same direction. 15. +So the six hats are? Six colors
of hats for six types of thinking Each hat identifies a type of
thinking Hats are directions of thinking Hats help a group use
parallel thinking You can put on and take off a hat 16. +Uses for
Six Hats Problem solving Strategic planning Running meetings Much
more 17. +Six colors White: neutral, objective Red: emotional,
angry Black: serious, somber Yellow: sunny, positive Green: growth,
fertility Blue: cool, sky above 18. +and six hats White: objective
facts & figures Red: emotions & feelings Black: cautious
& careful Yellow: hope, positive & speculative Green:
creativity, ideas & lateral thinking Blue: control &
organization of thinking 19. +General hat issues Direction, not
description Set out to think in a certain direction Lets have some
black hat thinking Not categories of people Not: Hes a black hat
thinker. Everyone can and should use all the hats A constructive
form of showing off Show off by being a better thinker Not
destructive right vs. wrong argument Use in whole or in part 20.
+Benefits of Six Thinking Hats Provides a common language
Experience & intelligence of each person (Diversity of thought)
Use more of our brains Helps people work against type, preference
Removal of ego (reduce confrontation) Save time Focus (one thing at
a time) Create, evaluate & implement action plans 21. +Using
the hats Use any hat, as often as needed Sequence can be preset or
evolving Not necessary to use every hat Time under each hat:
generally, short Requires discipline from each person While using
it, stay in the idiom Adds an element of play, play along Can be
used by individuals and groups 22. +The blue hat Thinking about
thinking Instructions for thinking The organization of thinking
Control of the other hats Discipline and focus 23. +The blue hat
role Control of thinking & the process Begin & end session
with blue hat Facilitator, session leaders role Choreography open,
sequence, close Focus: what should we be thinking about Asking the
right questions Defining & clarifying the problem Setting the
thinking tasks 24. +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 25. +and close with the blue hat What we have achieved Outcome
Conclusion Design Solution Next steps 26. +White Hat Thinking
Neutral, objective information Facts & figures Questions: what
do we know, what dont we know, what do weneed to know Excludes
opinions, hunches, judgements Removes feelings & impressions
Two tiers of facts Believed Facts Checked Facts 27. +Red Hat
Thinking Emotions & feelings Hunches, intuitions, impressions
Doesnt have to be logical or consistent No justifications, reasons
or basis All decisions are emotional in the end 28. +Yellow Hat
Thinking Positive & speculative Positive thinking, optimism,
opportunity Benefits Best-case scenarios Exploration 29. +Green Hat
Thinking New ideas, concepts, perceptions Deliberate creation of
new ideas Alternatives and more alternatives New approaches to
problems Creative & lateral thinking 30. + Black Hat Thinking
Cautious and careful Logical negative why it wont work Critical
judgement, pessimistic view Separates logical negative from
emotional Focus on errors, evidence, conclusions Logical &
truthful, but not necessarily fair 31. +Six hats summary 32.
+Problem Solving 33. Exercise:Using the 6 hat method create a
solution for thelack of parking around Centennial. Be as wild asyou
want.+Trade solutions with the group next to you.Merge with a group
(not the one who got yoursolution) and create a remix of the two
solutionsyou have at hand. 34. +Problem SolvingTo Where do you want
to get To? (Definition)Lo Look at the Problem. (Logical Analysis)Po
Possible Solutions (Generate Possibilities)So So what shall we Do?
(Make your Decision)Go Get Going (The Implementation Phase) 35.
+Make your Decision 36. +6 steps to making an effectivedecision1.
Create a constructive environment.2. Generate good alternatives.3.
Explore these alternatives.4. Choose the best alternative.5. Check
your decision.6. Communicate your decision, and take action. 37.
+Step 1: Create a constructiveenvironment Establish the objective -
Define what you want to achieve. Agree on the process - Know how
the final decision will bemade, including whether it will be an
individual or a team-baseddecision. Involve the right people -
Stakeholder Analysis is important inmaking an effective decision,
and youll want to ensure thatyouve consulted stakeholders
appropriately even if youremaking an individual decision. Where a
group process isappropriate, the decision-making group - typically
a team of fiveto seven people - should have a good representation
ofstakeholders. 38. +Step 1: Create a constructiveenvironment Allow
opinions to be heard - Encourage participants tocontribute to the
discussions, debates, and analysis without anyfear of rejection
from the group. This is one of the best ways toavoid groupthink.
Make sure youre asking the right question - Ask yourselfwhether
this is really the true issue. The 5 Whys technique is aclassic
tool that helps you identify the real underlying problemthat you
face. Use creativity tools from the start - The basis of creativity
isthinking from a different perspective. Do this when you first
setout the problem, and then continue it while
generatingalternatives. 39. +Step 2: Generate GoodAlternativesIdea
generating tools that are designed to breakcurrent thinking
patternsroutine patterns, thestatus quoFocus tools that are
designed to broaden whereto search for new ideasHarvest tools that
are designed to ensure morevalue is received from idea generating
outputTreatment tools that are designed to considerreal-world
constraints, resources, and support 40. +Step 3: Explore the
AlternativesRiskIn decision making, theres usually some degree of
uncertainty,which inevitably leads to risk. By evaluating the risk
involved withvarious options, you can determine whether the risk
ismanageable.Risk Analysis helps you look at risks objectively. It
uses astructured approach for assessing threats, and for evaluating
theprobability of events occurring - and what they might cost
tomanage. 41. +Step 3: Explore the AlternativesImplicationsAnother
way to look at your options is by considering thepotential
consequences of each.Six Thinking Hats helps you evaluate the
consequences of adecision by looking at the alternatives from six
differentperspectives. 42. +Step 3: Explore the
AlternativesValidationDetermine if resourcesare adequate, if
thesolution matches yourobjectives, and if thedecision is likely to
workin the long term.Starbursting helps youthink about the
questionsyou should ask toevaluate an alternativeproperly. 43.
+Step 3: Explore the AlternativesValidationDetermine if
resourcesare adequate, if thesolution matches yourobjectives, and
if thedecision is likely to work inthe long term.Toassess pros and
consof each option, use ForceField Analysis 44. +Step 3: Explore
the AlternativesPlus-Minus-Interestingapproach. 45. +Step 3:Explore
theAlternativesCost-BenefitAnalysis looks atthe
financialfeasibility of analternative. 46. +Step 4:Grid Analysis,
alsoknown as a decisionmatrix, is a key toolfor this type
ofevaluation. Itsinvaluable becauseit helps you bringdisparate
factorsinto your decision-making process in areliable andrigorous
way. 47. +Step 4: Choosethe BestAlternativeDecision Trees arealso
useful in choosingbetween options. Thesehelp you lay out
thedifferent options open toyou, and bring thelikelihood of
projectsuccess or failure intothe decision makingprocess. 48. +Step
5: Check Your DecisionWith all of the effort and hard work that
goes into evaluatingalternatives, and deciding the best way
forward, its easy to forgetto sense check your decisions.This is
where you look at the decision youre about to makedispassionately,
to make sure that your process has beenthorough, and to ensure that
common errors havent creptinto the decision-making process. 49.
+Step 6: Communicate YourDecision, and Move to Action!Once youve
made your decision, its important to explain it tothose affected by
it, and involved in implementing it.Talk about why you chose the
alternative you did.The more information you provide about risks
and projectedbenefits, the more likely people are to support the
decision. 50. +SUMMARY: 6 steps to making aneffective decision1.
Create a constructive environment.2. Generate good alternatives.3.
Explore these alternatives.4. Choose the best alternative.5. Check
your decision.6. Communicate your decision, and take action.
