De Bono’s ‘Six Thinking Hats’ to improve your thinking skills

 De Bono’s ‘Six Thinking Hats’ to improve your thinking skills

The ‘Six Thinking Hats’ is a quick, simple and powerful technique to improve your thinking.
It does this by encouraging you to recognize what type of thinking you are using, and to
apply different types of thinking to the subject.
Sounds strange? Take two minutes to expand your thinking skills…We all use different
types of thinking, usually without realizing it. For example, if we are feeling pessimistic
about the situation, that is the only type of thinking we apply! This limits our ability to see all
the issues.

• The White Hat is cold, neutral, and objective. Take time to look at the facts and
figures.
• The Red Hat represents anger (seeing red). Take time to listen to your emotions,
your intuition.
• The Black Hat is gloomy and negative. Take time to look at why this will fail.
• The Yellow Hat is sunny and positive. Take time to be hopeful and optimistic.
• The Green Hat is grass, fertile and growing. Take time to be creative and cultivate
new ideas.
• The Blue Hat is the color of the sky, high above us all. Take time to look from a
higher and wider perspective to see whether you are addressing the right issue.

You can also think of the hats as pairs: White and Red, Black and Yellow and Green
and Blue

Next time you are thinking through an issue, try on de Bono’s thinking hats. You’ll soon find
that they give you a quick, simple, and powerful technique to improve your thinking.

Huitt’s list of problem-solving techniques

Huitt’s list of problem-solving techniques

a) Brainstorming: It is attempting to spontaneously generate as many ideas on a
subject as possible; ideas are not critiqued during the brainstorming process;
participants are encouraged to form new ideas from ideas already stated.

b). Imaging/Visualization: It is producing mental pictures of the total problem or
specific parts of the problem.

c). Incubation: It is putting aside the problem and doing something else to allow the
mind to unconsciously consider the problem

d). Outcome Psychodrama: It is enacting a scenario of alternatives or solutions
through role playing.

e). Outrageous Provocation: It is making a statement that is known to be incorrect
(e.g., the brain is made of charcoal) and then considering it; used as a bridge to a new
idea.rload: It is considering a large number of facts and details until the logic part of
the brain becomes overwhelmed and begins looking for patterns. It can also be
generated by immersion in aesthetic experiences, sensitivity training or similar
experiences.

g). Random Word Technique: It is selecting a word randomly from the dictionary
and juxtaposing it with problem statement, then brainstorming about possible
relationships.

h). Relaxation: It is systematically relaxing all muscles while repeating a personally
meaningful focus word or phrase.

i). Synthesizing: It is combining parts or elements into a new and original pattern.

j). Taking Another’s Perspective: It is deliberately taking another person’s point of view.

k). Value Clarification: It is using techniques such as role playing, simulations, selfanalysis
exercises, and structured controversy to gain a greater understanding of attitudes and beliefs that individuals hold important. The value clarification can provide a greater goal clarity and motivation and increase an internal locus of control for managers.

Personality Types & Problem-Solving Techniques

Personality Types & Problem-Solving Techniques

It is not enough to describe a problem-solving process and to describe how individuals
differ in their approach to or use of it. It is also necessary to identify specific techniques
of attending to individual differences. Fortunately, a variety of problem-solving
techniques has been identified to accommodate individual preferences. Some of these
techniques are oriented more to individuals who are more structured, more rational
and analytical, and more goal-oriented in their approach to problem-solving.

Other techniques are more suited to individuals who demonstrate a preference for an
approach that is more holistic and parallel, more emotional and intuitive, more creative,
more visual, and more tactual/kinesthetic. It is important that techniques from both
categories be selected and used in the problem-solving process. “

William G. Huitt (“Problem Solving and Decision Making: Consideration of Individual
differences - Using the Myers-Briggs Type Indicator”) lists out the following sixteen
problem-solving techniques, which focus more on logic and critical thinking,
especially within the context of applying the scientific approach:

a). Means-End Analysis: In means-ends analysis, the problem solver compares the
present situation with the goal, detects a difference between them, and then searches
memory for actions that are likely to reduce the difference.

b). Backwards Planning: The strategy of working backwards entails starting with
the end results and reversing the steps you need to get those results, in order to figure
out the answer to the problem.

c). Categorizing/Classifying: It is the process of grouping objects or events together
on the basis of a logical rationale. There are two kinds of categorizing, grouping and
classifying. Grouping is putting together objects on the basis of a single property. Files
might be grouped on the basis of “urgent” and “not-urgent”. Grouping is useful in
revealing similarities and differences that otherwise might go unnoticed. Classifying
involves putting items together on the basis of more than a single property at a time.

d). Challenging Assumptions: It involves the direct confrontation of ideas, opinions,
or attitudes that have previously been taken for granted. The purpose is to identify the
fallacies, consistencies and inconsistencies in the problem-solving process.

e). Evaluating/Judging: It involves the comparison with a standard and making a
qualitative or quantitative judgment of value or worth. Good evaluations of problem
solving are generally based on multiple sources of assessment information.

f). Inductive/Deductive Reasoning: Reasoning is the systematic and logical
development of rules or concepts from specific instances or the identification of cases
based on a general principle or proposition using generalization and inference.

g). Thinking Aloud: It is the process of verbalizing about a problem and its solution
while a partner listens in detail for errors in thinking or understanding.

h). Network Analysis: It is a systems approach to project planning and management
where relationships among activities, events, resources, and timelines are developed
and charted. Specific examples include Program Evaluation and Review Technique
and Critical Path Method.

i). Plus-Minus-Interesting (PMI): It involves considering the positive, negative, and
interesting or thought-provoking aspects of an idea or alternative using a balance sheet
grid where plus and minus refer to criteria identified in the second step of the problemsolving
process.

j) Task analysis: It is the consideration of skills and knowledge required to learn or
perform a specific task.

Personality Types & Problem-Solving Orientations

Personality Types & Problem-Solving Orientations

People are all different in fundamental ways. Their aptitude and competence to process different information is limited by their personality type. These types are eight in number, such as:

• People can be either Extroverts or Introverts, depending on the direction of their
activity;
• Thinking, Feeling, Sensing, Intuitive, according to their own information pathways;
and
• Judging or Perceiving, depending on the method in which they process received
information.

Researchers like Lawrence, McCaulley and Myers have investigated the relationship
of Karl Jung’s theory of individuals’ preferences and their approach to problem solving
and decision-making. Their findings are summarized below (William G. Huitt – “Problem
solving and Decision Making: Consideration of Individual Differences Using the Myers-
Briggs Type Indicator”):

1. When solving problems, individuals who are introverts will want to take time to
think and clarify their ideas before they begin talking. They will more likely be
concerned with their own understanding of important concepts and ideas.

2. Individuals who are extroverts will want to talk through their ideas in order to clarify
them. They will continually seek feedback from the environment about the viability
of their ideas.

3. Sensing individuals will be more likely to pay attention to facts, details, and reality.
They will also tend to select standard solutions that have worked in the past.

4. Persons with intuition preferences will more likely attend to the meaningfulness of
the facts, the relationships among the facts, and the possibilities of future events
that can be imagined from these facts. They will exhibit a tendency to develop new,
original solutions rather than to use what has worked previously.
5. Individuals with a thinking preference will tend to use logic and analysis during
problem-solving. They are also likely to value objectivity and be impersonal in
drawing conclusions. They want solutions to make sense in terms of the facts,
models, and/or principles under consideration.
6. Individuals with a feeling preference are more likely to consider values and feelings
in the problem-solving process. They will tend to be subjective in their decisionmaking
and to consider how their decisions could affect other people.
7. People, particularly, the ‘judging’ types, are more likely to prefer structure and
organization to the problems itself and will want the problem-solving process to
demonstrate closure.
8. People with a perceiving preference are more likely to prefer flexibility and
adaptability. They will be more concerned that the problem solving process considers
a variety of techniques and provides for unforeseen changes.

Essentials of Effective Problem Solving

Essentials of Effective Problem Solving

• A clear description of the problem
• A description of the limiting (or negative) factors involved in the
problem
• A description of the constructive (or positive) factors involved in the
problem
• A clear delineation of the “ownership” of the problem - Whose problem
is it: mine, yours, the other guy’s, my boss’, my spouse’s, my child’s, my
parents’, my teacher’s?
• A clear description of the scope of the problem: How extensive a problem
is it? How long has this problem existed? How many people are affected?
What else is affected by this problem?
• A clear description of the consequences if the problem were not solved
- What is the possible impact on my family, job, life in this community, etc., if
this problem isn’t solved? What is the worst possible thing that could happen
if this problem isn’t solved?
• A list of brainstormed solutions to the problem, with each alternative
analyzed as to its reality, its benefits, and the consequences for following
each one.
• A system of ranking each solution to finalize the decision-making
process - A rating system for analyzing each solution is developed, e.g., 100%
chance of success, 75% chance of success, 50% chance of success.
• A clear description of myself as a problem-solver - When it comes to this
problem, am I procrastinating? Am I avoiding the problem? Am I denying the
problem? Am I shutting down or blocking my creativity on this problem? Am I
ignoring it, hoping it will go away? Am I using magical and/or fantasy thinking
in addressing the problem?
• Determination to follow through on the solution decided upon jointly.
This involves full motivation to “take the risk” and pursue the solution to its
fullest

PROBLEM SOLVING PROCESS...Contd.,

PROBLEM SOLVING PROCESS...Contd.,

Select the best solution:

 Now that there are a wide variety of possible solutions,

it is time to select the best solution to fix the problem, given the circumstances, resources

and other considerations. Here the managers are trying to figure out exactly what would

work best given the nature of the problem. There are always a number of things that

can affect a solution, for instance, money, time, people, procedures, policies, rules,

and so on. All of these factors must be thought about. Managers should prioritise the

solutions by their effectiveness. This is a slow process of elimination. There may be

some possible suggestions that are immediately eliminated. Eventually, managers

should narrow down the choices to one best possible solution which will promise the

best or optimal outcomes.

 Implementation: 

Implementation is a crucial part of problem-solving process. In

order to implement the solution chosen, managers must have an action plan and

communicate it to those directly and indirectly affected. Gemmy Allen (“Problem-Solving

& Decision-Making”) says that communication is most effective when it precedes action

and events. In this way, events conform to plans and events happen when, and in the

way, they should happen. Managers should answer the vital questions before they are

asked, like –

• What should be communicated?

• What is the reason for the decision?

• Whom will it affect and how?

• What are the benefits expected for the individual, the department, and the

organization?

• What adjustments will be required in terms of how work will be done?

• What, specifically, is each individual’s role in implementing the decision?

• What results are expected from each individual?

• When does the action called for by the decision go into effect?

Communicating answers to these questions can overcome any resistance that otherwise

might be encountered.

PROBLEM SOLVING PROCESS...Contd.,

PROBLEM SOLVING PROCESS...Contd.,

Set Goals

Having explored and analyzed the problem, managers should be able
to write a goal statement that focuses on what is the successful end of the process.
Making and writing down a goal statement:
• helps them to clarify the direction to take in solving the problem; and
• gives them something definite to focus on
That is, what will occur as a result of the solution? This whole process is about closing
or fixing the gap between the problem and the goal. Writing down the problem ensures
that they are not side-tracking from, but addressing the problem.

Look at alternatives

Now that the problem has been analyzed, the managers can
begin to develop possible solutions. This is a creative as well as practical step where
every possible solution is identified. They should identify the various alternative solutions
available to them through such techniques as –

• Analysis of past solutions
• Reading
• Researching
• Thinking
• Asking Questions
• Discussing
• Viewing the problem with fresh eyes
• Brainstorming
• Sleeping on it
The idea is to collect as many alternative solutions as possible.

Mind mapping

Mind mapping is another technique that can be used for identifying alternative
solutions. Developed by Tony Buzan in the 1970’s, mind mapping uses pictures and/
or word phrases to organize and develop thoughts in a non-linear fashion. It helps
people “see” a problem and its solution. Here’s how to do mind mapping:
• Take a sheet of plain paper and turn it sideways (if using flipchart paper you
don’t need to turn it sideways - it is large enough); Using colored felt pens, draw
a small picture (or write a phrase) in the centre of the paper representing the
issue you want to solve; Draw lines out from the main problem (it helps to use
different colors for each line).
• Each line should represent a different aspect of your problem or issue;
• Write down what each line represents either on top of or on the line;
• Add other lines flowing off these main lines;
• Write a word or short phrase on the smaller lines indicating what each new line
represents (you may find that mind mapping works best for you if you write down
the phrases or draw the images first and then connect them with the lines); and
• If you want, add images next to your main line that illustrate what each line means
to you (some people think better with pictures, others with words)....to be contd