SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez nos Conditions d’utilisation et notre Politique de confidentialité.
SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
C r e a t i v e T h i n k i n g
Is a way of looking at problems or situations
from a fresh perspective that suggests
C r i t i c a l T h i n k i n g
Critical thinking is the intellectually disciplined process of
actively and skillfully conceptualizing, applying,
analyzing, synthesizing, and/or evaluating information
gathered from, or generated by, observation, experience,
reflection, reasoning, or communication,
as a guide to belief and action.
C r e a t i v e v s . C r i t i c a l
When you are thinking
creatively, you are
generating lists of new
When you are thinking
critically, you are
The goal of the puzzle is to link all 9 dots
using four straight lines or fewer, without
lifting the pen and without tracing the same
line more than once.
• The answer isn’t in the solution—it’s in the
questions. Smart questions define
problems well and lead to a clear vision of
the issues involved.
Staying in the Question
• Staying in the question means being okay
with the ambiguous. Being okay with
ambiguity means being open to the
Ask "Why" Five Times
• Ask "Why" a problem is occurring and then ask "Why" four more times. For example...
– Why has the machine stopped? A fuse blew because of an overload
– Why was there an overload? There wasn't enough lubrication for the bearings
– Why wasn't there enough lubrication? The pump wasn't pumping enough
– Why wasn't lubricant being pumped? The pump shaft was vibrating as a result of abrasion
– Why was there abrasion? There was no filter, allowing chips of material into the pump
• Installation of a filter solves the problem.
Sara is a vegetarian. She changed her
work. In new place She eat on meal
every day (lunch) at work as same.
She lost 5kg in month!! But why?
• What seems to be the trouble?”
• What concerns you the most about _________?”
• What is holding you back from _________?”
• What seems to be your main obstacle to _________?”
D i v e r g e n t T h i n k i n g
• Divergent thinking is a thought process
or method used to generate creative ideas
by exploring many possible solutions
T H E B E S T WAY TO H AV E G O O D
I D E A S I S TO H AV E L O T S O F
I D E A S — A N D T H E N T H R O W
AWAY T H E B A D O N E S .
• As many as possible (Quantity is more important than Quality)
• Flexibility: As many different kinds as possible
• Originality: As unique as possible
• Be spontaneous, playful, & childlike
• Defer judgment: Open-minded
• No criticism or praise
• Need constructive conflict
• Encourage piggybacking
• Encourage wild ideas
• No pressure
• Set Quota
C o n v e r g e n t t h i n k i n g
• Convergent thinking is the type of
thinking that focuses on coming up with
the single, well-established answer to a
problem.It is oriented toward deriving the
single best, or most often correct answer
to a question.
What should we do?
• After the process of divergent thinking has
been completed, ideas and information are
organized and structured using convergent
• brainstorming is not about reaching
results, It’s about generate many ideas
and it is an integral part of the problem-
There are no dumb ideas.
• It is a brainstorming session, not a serious
matter that requires only serious solutions.
Remember, this is one of the more fun
tools of quality, so keep the entire team
Do not c r i t i c i z e other
• This is not a debate, discussion or forum
for one person to display superiority over
B u i l d o n o t h e r p e o p l e ’s
• Often an idea suggested by one person can
trigger a bigger and/or better idea by another
person. Or a variation of an idea on the board
could be the next “Velcro” idea. It is this
building of ideas that leads to out of the box
thinking and fantastic ideas.
Reverse the thought of
q u a l i t y over quantity.
• Here we want quantity; the more creative
ideas the better. As a facilitator, you can even
make it a challenge to come up with as many
ideas as possible and compare this team’s
performance to the last brainstorming session
• a new restaurant wants to open – where you
can buy delicious fast food for vegetarians.
• Making a list for Menu (for Sara)
in 15 min
BRAIN STORMING IS A
GOOD METHOD BUT
SOME TIMES YOU HAVE
Why, oh, why ...
• How come no one realize what a genial idea I propose?
• How come my team does not except my great idea, even though I
am explaining it in most logical way and using every argument I can
• Is there any better way then argument?
• How could we avoid conflicts in a team?
• How to lead colleagues to use their capacity as much as possible?
• Perception is neglected
• We admire facts, logic and arguments
• Church – from dogma, fix position
• Analyze, evaluate, judge, critic, from own position
• We don’t creative value, we are not turn forward
• 90 % of thinking errors are errors of perception
• Self-confidence, self-esteem, new ideas
• Getting everyone focused on using the same thinking tool at
the same time
• Encourages the sharing of information
• Prompts a group to pool all of their ideas rather than
defending one point of view
Benefits of the
Six Thinking Hats
• Separate out thinking so we can do one thing at a time
• Ask people to switch thinking from one mode to another
• Separate ego from performance
• Signal what thinking process to use next
• Expand from one-dimensional to full-colored thinking
• Explore subjects in parallel
• Allow specific time for creativity & emotion
I n f o r m a t i o n Av a i l a b l e & N e e d e d
• Neutral, objective information
• Facts & figures
• Questions: what do we know, what don’t we know, what do we
need to know
• Excludes opinions, hunches, judgments
• Removes feelings & impressions
I f e e l t h i s i s a r i g h t d e c i s i o n
f o r e v e r y b o d y g o o d
R e d Hat
I n t u i t i o n a n d F e e l i n g s
• Emotions & feelings
• Hunches, intuitions, impressions
• Doesn’t have to be logical or consistent
• No justifications, reasons or basis
• All decisions are emotional in the end
Yo u h a v e t o b e carful ,
there are risk attached
C a u t i o n , D i ff i c u l t i e s , a n d P r o b l e m s
• Cautious and careful
• Logical negative – why it won’t work
• Critical judgment, pessimistic view
• Separates logical negative from emotional
• Focus on errors, evidence, conclusions
• Logical & truthful, but not necessarily fair
L e t s b e p o s i t i v e . . . W h a t e v e r
h a p p e n s , h a p p e n s f o r t h e
b e s t
Ye l l o w Hat
B e n e f i t s a n d F e a s i b i l i t y
• Positive & speculative
• Positive thinking, optimism, opportunity
• Best-case scenarios
L e t s c r e a t e a s o l u t i o n f o r
m a k i n g c u r r e n t s i t u a t i o n
b e t t e r
A l t e r n a t i v e s a n d C r e a t i v e I d e a s
• New ideas, concepts, perceptions
• Deliberate creation of new ideas
• Alternatives and more alternatives
• New approaches to problems
• Creative & lateral thinking
L e t s o r g a n i z e o u r t h o u g h t s
a n d f o c u s o n t h e b e s t o p t i o n
Open with the b l u e hat
• Why we are here
• what we are thinking about
• definition of the situation or problem
• what we want to achieve
• where we want to end up
• the background to the thinking
• a plan for the sequence of hats
Cost? Legal? Hasn't been tried?
New? Original? Possible? Ethical?
Can be modified? Acceptable? Appropriate?
Last longest? Time? Effective?
Solve fastest? Easy? Most beneficial?
Extra benefits? Necessary resources?
Can be sold? Creates more problems?
– Must be important for picking the best
– solution to the problem
– Must be worded in a positive way
– Most efficient, least expensive
C h o o s e t h e 5 C r i t e r i a t h a t w i l l
h e l p s e l e c t t h e b e s t s o l u t i o n
Go somewhere different. Different environments
give you a different state of mind.
G i v e y o u r s e l f a s o u n d t r a c k
– Research proves it works.
– Cows that listen to soothing music produce more
– The tempo of Baroque music is similar to the speed
of the brain
– waves that are associated with creative thinking.
If you’re putting pressure on yourself, a pint or
two might help you relax. Or maybe some coffee.
It’s worth a try.
Write down the problem
If you ask the right question, you’re half way to
solving the problem. Or maybe more
Keep rewriting the problem
• Maybe you’re still asking
the wrong question.
• Rewriting it in a different
way may help you think
about it differently too.
Solve a sudoku instead
Do something that requires a lot of concentration.
It clears your mind and pushes the problem to
your more powerful back brain
What would Stephen Fry
If you can’t solve the
problem as you, do it as
someone else. Imagine
you’re someone extra
smart and try to solve it as
Deliberately come up with bad ideas
You may be setting your standards too high.
Deliberately lower them to get the ideas flowing.
You can raise them again later.
Go read some stuff
Maybe you don’t have enough information. Do
more. The answer may come from a small insight
Have a nap
They say that dreams are your brain’s way of
sorting out data. Have a nap and let it go to work.
Map your thoughts
It’s a great way of seeing that you’re exploring
lots of areas.
Buy someone a drink
and talk to them. Get
Business advice for
under a fiver (with
Just for the moment. If it’s not working
right now, don’t push it. You’ll only push
yourself further into the rut.