Creative Problem Solving - Six Thinking Hats and Other Tools by CTRAndre Hannemann Harris
The thinking process is like a kayak with two paddles: One is CREATIVE Thinking while the other represents CRITICAL Thinking.
Six Thinking Hats, introduced in 1985 by Edward DeBono, is an effective tool for decision making and problem solving that uses both sides of your brain.
Culture Transformation Resources, LLC (CTR) provides a fresh look at Creative Problem Solving and Six Thinking Hats in this training presentation.
There are many Benefits of using Six Thinking Hats, including, it helps:
- Provide a common language
- Maximize productive collaboration
- Diversity of thought while using more of our brains
- Consider issues, challenges, decisions and opportunities systematically
- Remove ego (reduce confrontation)
- Save time
- Focus (one thing at a time)
- Think clearly and objectively
- Create, evaluate & implement action plans
- Achieve significant and meaningful results
- Make meetings more productive in less time
#CreativeProblemSolving #ProblemSolving #Leadership #CTR
by Culture Transformation Resources, LLC
www.CTRConsultingServices.com
1-877-287-1234
This document provides tips for facilitating productive workshops in difficult situations. It discusses strategies for dealing with lack of participation, dominance by one participant, negative attitudes, disagreement, and time management issues. Suggested activities include pair and share exercises, dot voting, empathy maps, and design games to engage participants and work through challenges. The overall message is for the facilitator to own the process, share ownership of outcomes, and adapt activities as needed to achieve workshop goals.
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The document discusses strategies for creating psychological safety in teams. It explains that psychological safety is critical for team performance and allows team members to take risks like asking questions or admitting mistakes without fear of punishment. Specific strategies mentioned include building relationships among team members through informal interactions, establishing regular team meetings and routines, reducing power differences between leaders and members, and changing the physical layout of meeting spaces. The goal is to create an environment where learning behaviors can occur freely for better teamwork and knowledge sharing.
What is business coaching april 2010[compatibility mode]Simon Bozeat
The document discusses the benefits that businesses can realize from investing in coaching for their employees, such as improving individual and organizational performance, dealing with underperformance, and fostering continuous learning. It provides an overview of coaching principles and models like GROW that coaches use to help clients discover their strengths and goals in order to create action plans for improvement. The document also addresses common misconceptions about coaching and reasons why some individuals may initially resist being coached.
Discombobulation, Fire-Breathing Dragons and Wet Noodles: Creating Productive...bkoloski
The document provides tips for facilitating productive workshops in difficult situations. It discusses strategies for dealing with scenarios such as low participation, dominance by one participant, negative attitudes, stakeholder shutdown, participant misbehavior, fixed mindsets, and lack of consensus. Suggestions include drawing out silent participants, using structured activities, setting ground rules, validating different opinions, and deciding how to manage time constraints. The document also proposes specific workshop activities focused on user research, empathy, prioritization, and innovation.
Creative Problem Solving - Six Thinking Hats and Other Tools by CTRAndre Hannemann Harris
The thinking process is like a kayak with two paddles: One is CREATIVE Thinking while the other represents CRITICAL Thinking.
Six Thinking Hats, introduced in 1985 by Edward DeBono, is an effective tool for decision making and problem solving that uses both sides of your brain.
Culture Transformation Resources, LLC (CTR) provides a fresh look at Creative Problem Solving and Six Thinking Hats in this training presentation.
There are many Benefits of using Six Thinking Hats, including, it helps:
- Provide a common language
- Maximize productive collaboration
- Diversity of thought while using more of our brains
- Consider issues, challenges, decisions and opportunities systematically
- Remove ego (reduce confrontation)
- Save time
- Focus (one thing at a time)
- Think clearly and objectively
- Create, evaluate & implement action plans
- Achieve significant and meaningful results
- Make meetings more productive in less time
#CreativeProblemSolving #ProblemSolving #Leadership #CTR
by Culture Transformation Resources, LLC
www.CTRConsultingServices.com
1-877-287-1234
This document provides tips for facilitating productive workshops in difficult situations. It discusses strategies for dealing with lack of participation, dominance by one participant, negative attitudes, disagreement, and time management issues. Suggested activities include pair and share exercises, dot voting, empathy maps, and design games to engage participants and work through challenges. The overall message is for the facilitator to own the process, share ownership of outcomes, and adapt activities as needed to achieve workshop goals.
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The document discusses strategies for creating psychological safety in teams. It explains that psychological safety is critical for team performance and allows team members to take risks like asking questions or admitting mistakes without fear of punishment. Specific strategies mentioned include building relationships among team members through informal interactions, establishing regular team meetings and routines, reducing power differences between leaders and members, and changing the physical layout of meeting spaces. The goal is to create an environment where learning behaviors can occur freely for better teamwork and knowledge sharing.
What is business coaching april 2010[compatibility mode]Simon Bozeat
The document discusses the benefits that businesses can realize from investing in coaching for their employees, such as improving individual and organizational performance, dealing with underperformance, and fostering continuous learning. It provides an overview of coaching principles and models like GROW that coaches use to help clients discover their strengths and goals in order to create action plans for improvement. The document also addresses common misconceptions about coaching and reasons why some individuals may initially resist being coached.
Discombobulation, Fire-Breathing Dragons and Wet Noodles: Creating Productive...bkoloski
The document provides tips for facilitating productive workshops in difficult situations. It discusses strategies for dealing with scenarios such as low participation, dominance by one participant, negative attitudes, stakeholder shutdown, participant misbehavior, fixed mindsets, and lack of consensus. Suggestions include drawing out silent participants, using structured activities, setting ground rules, validating different opinions, and deciding how to manage time constraints. The document also proposes specific workshop activities focused on user research, empathy, prioritization, and innovation.
Discombobulation, Fire-Breathing Dragons and Wet Noodles: Creating Productive...EffectiveUI
The document provides tips for facilitating productive workshops in scary situations. It discusses strategies for dealing with non-participation, over-participation by one person, negative attitudes, stakeholder shutdown, fixed mindsets, and lack of consensus. Suggested activities include pair and share, sticky note exercises, design games, empathy maps, and dot voting. The overall message is for the facilitator to own the process, share ownership of outcomes, and be prepared to adjust the agenda dynamically based on participant behavior and progress.
This document discusses resolving resistance to change when coaching agile teams. It outlines that coaching supports teams rather than directing them. Coaches can expect resistance to change as teams move through the stages of change. Coaches should demonstrate alternative approaches, identify concerns blocking change, and encourage teams to experiment with solutions. Coaches build trust over time by being credible, reliable, and patient as change takes time to implement.
An end to end design thinking exercise. An inclusive activity for the whole team to participate. From designers, to researchers, to engineers and product managers.
Design Lab: Reinventing the Nonprofit Work EthnicBeth Kanter
The document describes a design lab workshop facilitated by Beth Kanter focused on strategies for nonprofits to promote employee self-care and prevent burnout. The agenda includes user interviews to understand challenges and opportunities regarding self-care, affinity mapping to identify themes from the research, and idea generation activities like round robin brainstorming. The goal is for participants to leave with new ideas for integrating self-care into their organizations in a way that leads to better results and sustainability without burnout.
This document discusses motivation and how to maintain it. Motivation is defined as the desire and energy to attain goals and be committed to work or subjects. It is stimulated by psychological factors like money, success, and job satisfaction. While motivation is important, it is fleeting and situational. True progress comes from discipline, which is consistent, habitual, and rare compared to motivation. The document provides many tips for how to get and maintain motivation through things like setting goals, finding inspiration, and avoiding distractions. However, the key message is that discipline is needed more than motivation, and one should just take action rather than relying on motivation alone.
This document discusses creative thinking and tools for developing creative thinking skills. It defines creative thinking as a learnable skill that empowers people by strengthening their natural abilities. Some techniques for creative thinking include brainstorming, generating questions, and using checklists. Edward de Bono developed the idea of the "Six Thinking Hats" as an aid for parallel thinking - each hat represents a role or mode of thinking such as being informative, intuitive, cautious, constructive, creative, or reflective. The overall message is that teaching thinking skills can increase self-esteem and confidence by helping people feel in control of their lives.
The document discusses the concept of reflection, defining it as thinking about one's actions while performing them and questioning what was done, seeking alternatives, and evaluating applications and implications. It outlines the objectives of reflection as professional growth and development, types of reflection such as before, during and after action, and provides examples of what to reflect on including teaching skills, student interactions, and lesson planning.
The document discusses the process of discovering an organization's "why" statement through group exercises. It involves three steps: selecting a context, running a why discovery process, and drafting a why statement. Groups are split into teams to independently develop candidate why statements, which are then presented to the larger group. The document also discusses how an organization's strengths or "hows" bring its why statement to life. Hows should be actions that allow an organization to live out its purpose. Context is provided through examples to further explain concepts.
The document discusses the process of discovering an organization's "why" statement through group exercises. It involves three steps: selecting a context, running a why discovery process, and drafting a why statement. Groups are split into teams to independently develop candidate why statements, which are then presented to the larger group. The document also discusses how an organization's strengths or "hows" bring its why statement to life. Hows should be actions that allow an organization to live out its purpose. Context is provided through examples to further explain concepts.
"We cannot solve our problems with the same thinking we used when we created them." -Albert Einstein
Train your brain to look at situations and problems differently, open your mind to new ideas, and use scientific reasoning on your problems.
This document discusses seven essential coaching skills for team leaders: leading by example, interactive listening, stimulating innovation, trusting the team, empowering team decisions, nurturing dialogue, and solution-focused coaching. Each skill is defined and tips for developing it are provided, such as walking your talk to lead by example and seeking clarification without judgment in solution-focused coaching. The goal is to engage and empower teams through skills like interactive listening and trusting the team to make decisions.
This document discusses retrospectives, which are meetings where teams reflect on how to improve effectiveness. It explains that retrospectives are important for continuous improvement. Reasons to change retrospectives include getting stuck in routines, repeatedly facing the same issues, and lack of progress on problems. Different frameworks are presented for retrospectives, including Sailboat for identifying help/hindrances, Starfish for reviewing practices, and Three Little Pigs for evaluating processes and teamwork. Tips are provided such as using dot voting and rotating the facilitator role. Distributed tools for remote retrospectives are also listed.
You’ve Got A Lot To Say. People Deserve to Hear It.
You don’t need to picture people in their underwear to get up on stage and share what you know. You do, however, need to have a compelling idea along with a well-written abstract and a well-structured, well-prepared presentation in order to give the talk you–and your audience–deserve.
That’s not all–show up with 5 minutes of a presentation and learn from seasoned professionals who have seen their fair share of stages. We’ll provide you with a safe, welcoming environment and help you by providing valuable and actionable feedback that will help you level-up your presentation game.
Start here, and evolve your own patterns and techniques that work best for you.
The document summarizes a group meeting focused on helping members create more time to lead by focusing on essential tasks. It discusses techniques like effective delegation, prioritization, managing emails, and making time for sleep, laughter, and personal growth. Members are encouraged to implement practices from the book "Essentialism" to focus only on the most important priorities and say no to unnecessary tasks. The meeting also promotes setting goals to make 2017 a more productive year through continued learning and development.
1) Critical thinking is a disciplined thinking process that uses evidence and reasoning to make judgments. It is a key skill for problem solving and should be developed at any age.
2) Encouraging critical thinking helps students ask the right questions, evaluate information sources, and make strong decisions based on evidence rather than just memorizing facts. It also fosters creativity.
3) Examples of activities that promote critical thinking include scientific experiments, role-playing, job problem-solving exercises, and technology troubleshooting. Involving parents and the whole learning community can help ensure efforts to develop critical thinking do not fall flat.
This document provides prompts and questions to help someone assess their career direction and skills. It includes sample prompts about memorable events, implementing ideas, facing challenges, and learning experiences. It also lists transferable skills and has questions to help reflect on themes, important lessons, goals, and desired skills. The overall document aims to guide self-reflection on one's career path and strengths.
Discombobulation, Fire-Breathing Dragons and Wet Noodles: Creating Productive...EffectiveUI
The document provides tips for facilitating productive workshops in scary situations. It discusses strategies for dealing with non-participation, over-participation by one person, negative attitudes, stakeholder shutdown, fixed mindsets, and lack of consensus. Suggested activities include pair and share, sticky note exercises, design games, empathy maps, and dot voting. The overall message is for the facilitator to own the process, share ownership of outcomes, and be prepared to adjust the agenda dynamically based on participant behavior and progress.
This document discusses resolving resistance to change when coaching agile teams. It outlines that coaching supports teams rather than directing them. Coaches can expect resistance to change as teams move through the stages of change. Coaches should demonstrate alternative approaches, identify concerns blocking change, and encourage teams to experiment with solutions. Coaches build trust over time by being credible, reliable, and patient as change takes time to implement.
An end to end design thinking exercise. An inclusive activity for the whole team to participate. From designers, to researchers, to engineers and product managers.
Design Lab: Reinventing the Nonprofit Work EthnicBeth Kanter
The document describes a design lab workshop facilitated by Beth Kanter focused on strategies for nonprofits to promote employee self-care and prevent burnout. The agenda includes user interviews to understand challenges and opportunities regarding self-care, affinity mapping to identify themes from the research, and idea generation activities like round robin brainstorming. The goal is for participants to leave with new ideas for integrating self-care into their organizations in a way that leads to better results and sustainability without burnout.
This document discusses motivation and how to maintain it. Motivation is defined as the desire and energy to attain goals and be committed to work or subjects. It is stimulated by psychological factors like money, success, and job satisfaction. While motivation is important, it is fleeting and situational. True progress comes from discipline, which is consistent, habitual, and rare compared to motivation. The document provides many tips for how to get and maintain motivation through things like setting goals, finding inspiration, and avoiding distractions. However, the key message is that discipline is needed more than motivation, and one should just take action rather than relying on motivation alone.
This document discusses creative thinking and tools for developing creative thinking skills. It defines creative thinking as a learnable skill that empowers people by strengthening their natural abilities. Some techniques for creative thinking include brainstorming, generating questions, and using checklists. Edward de Bono developed the idea of the "Six Thinking Hats" as an aid for parallel thinking - each hat represents a role or mode of thinking such as being informative, intuitive, cautious, constructive, creative, or reflective. The overall message is that teaching thinking skills can increase self-esteem and confidence by helping people feel in control of their lives.
The document discusses the concept of reflection, defining it as thinking about one's actions while performing them and questioning what was done, seeking alternatives, and evaluating applications and implications. It outlines the objectives of reflection as professional growth and development, types of reflection such as before, during and after action, and provides examples of what to reflect on including teaching skills, student interactions, and lesson planning.
The document discusses the process of discovering an organization's "why" statement through group exercises. It involves three steps: selecting a context, running a why discovery process, and drafting a why statement. Groups are split into teams to independently develop candidate why statements, which are then presented to the larger group. The document also discusses how an organization's strengths or "hows" bring its why statement to life. Hows should be actions that allow an organization to live out its purpose. Context is provided through examples to further explain concepts.
The document discusses the process of discovering an organization's "why" statement through group exercises. It involves three steps: selecting a context, running a why discovery process, and drafting a why statement. Groups are split into teams to independently develop candidate why statements, which are then presented to the larger group. The document also discusses how an organization's strengths or "hows" bring its why statement to life. Hows should be actions that allow an organization to live out its purpose. Context is provided through examples to further explain concepts.
"We cannot solve our problems with the same thinking we used when we created them." -Albert Einstein
Train your brain to look at situations and problems differently, open your mind to new ideas, and use scientific reasoning on your problems.
This document discusses seven essential coaching skills for team leaders: leading by example, interactive listening, stimulating innovation, trusting the team, empowering team decisions, nurturing dialogue, and solution-focused coaching. Each skill is defined and tips for developing it are provided, such as walking your talk to lead by example and seeking clarification without judgment in solution-focused coaching. The goal is to engage and empower teams through skills like interactive listening and trusting the team to make decisions.
This document discusses retrospectives, which are meetings where teams reflect on how to improve effectiveness. It explains that retrospectives are important for continuous improvement. Reasons to change retrospectives include getting stuck in routines, repeatedly facing the same issues, and lack of progress on problems. Different frameworks are presented for retrospectives, including Sailboat for identifying help/hindrances, Starfish for reviewing practices, and Three Little Pigs for evaluating processes and teamwork. Tips are provided such as using dot voting and rotating the facilitator role. Distributed tools for remote retrospectives are also listed.
You’ve Got A Lot To Say. People Deserve to Hear It.
You don’t need to picture people in their underwear to get up on stage and share what you know. You do, however, need to have a compelling idea along with a well-written abstract and a well-structured, well-prepared presentation in order to give the talk you–and your audience–deserve.
That’s not all–show up with 5 minutes of a presentation and learn from seasoned professionals who have seen their fair share of stages. We’ll provide you with a safe, welcoming environment and help you by providing valuable and actionable feedback that will help you level-up your presentation game.
Start here, and evolve your own patterns and techniques that work best for you.
The document summarizes a group meeting focused on helping members create more time to lead by focusing on essential tasks. It discusses techniques like effective delegation, prioritization, managing emails, and making time for sleep, laughter, and personal growth. Members are encouraged to implement practices from the book "Essentialism" to focus only on the most important priorities and say no to unnecessary tasks. The meeting also promotes setting goals to make 2017 a more productive year through continued learning and development.
1) Critical thinking is a disciplined thinking process that uses evidence and reasoning to make judgments. It is a key skill for problem solving and should be developed at any age.
2) Encouraging critical thinking helps students ask the right questions, evaluate information sources, and make strong decisions based on evidence rather than just memorizing facts. It also fosters creativity.
3) Examples of activities that promote critical thinking include scientific experiments, role-playing, job problem-solving exercises, and technology troubleshooting. Involving parents and the whole learning community can help ensure efforts to develop critical thinking do not fall flat.
This document provides prompts and questions to help someone assess their career direction and skills. It includes sample prompts about memorable events, implementing ideas, facing challenges, and learning experiences. It also lists transferable skills and has questions to help reflect on themes, important lessons, goals, and desired skills. The overall document aims to guide self-reflection on one's career path and strengths.
Similar to The Six Working Genius Short Explanation (20)
This presentation delves into the core principles of personality development as taught by Tim Han. Understand the importance of self-awareness, goal setting, and maintaining a positive attitude. Gain valuable tips on improving communication skills and developing emotional intelligence. Tim Han’s practical advice and holistic approach will help you embark on a transformative journey towards becoming your best self.
How to Get a Charismatic Personality for Growth?StrengthsTheatre
Developing a charismatic personality can significantly enhance your life, from building stronger relationships to advancing your career and inspiring those around you. For personality grooming classes, visit - sanjeeevdatta.com
Stealth attraction for mens gets her with your wordsichettrisagar95
My article gives a set of techniques used by men to subtly and effectively attract women without overtly displaying their intentions. It involves using non-verbal cues, body language, and subtle psychological tactics to create intrigue and build attraction. The goal is to appear confident, mysterious, and charismatic while maintaining an air of mystery that piques the interest of the person you are trying to attract. This approach emphasizes subtlety and finesse in communication and interaction to create a powerful and lasting impression.
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The Six Working Genius Short Explanation
1. Book Club Discussion (BCD
Session)
•Author of
• The Motive
• Ideal Team Player
• The Five Dysfunctional of a Team
• Death by Meeting
• Getting Naked
• The Five Temptation of a CEO
• And many others
3. The Six Types
WIDGET
• WONDER: Identifies the need for
improvement or change
• INVENTION: confirms the importance of that
need, and generates an idea or solution
• DISCERNMENT: assesses the merit and
workability of the idea or solution
• GALVANIZING: generates enthusiasm and
action around the idea or solution
• ENABLEMENT: initiates support and assists
in the implementation of the idea or solution
• TENACITY: commits to ensuring that the idea
or solution gets completed and that desired
results are achieved
4. Your Universe
• WORKING GENIUS:
Natural and source of energy
• WORKING COMPETENCY:
Willing to do
• WORKING FRUSTRATION
Not natural and not derive energy