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Six thinking hats / Edward de Bono

By: Material type: TextTextLanguage: English Publication details: London : Penguin Books, 2000Description: xiii ,177 pages ; 21 cm.ISBN:
  • 9780141033051
Subject(s): LOC classification:
  • BF441 .D385
Summary: There is nothing more sad and wasteful than a roomful of intelligent and highly paid people waiting for a chance to attack something the speaker has said. With the Six Hats methods the fullest use is made of everyone's intelligence, experience and information. The Six Hats also removes all "ego" from the discussion process. The need for the Six Hats is based on an understanding of how the brain chemicals change with the mode of thinking. Using this method one major corporation reduced the time taken for multinational project discussions from 30 days to just two days. Argument is inefficient, ineffective and slow. Argument was never designed to be constructive. The parallel thinking of the Six Hats method is rapidly replacing argument around the world. From senior executives at major corporations like Siemens, NTT, Prudential (US) to four-year-olds in school. From Khmer villagers in Cambodia to senior government departments. For 2,400 years we have been content with argument which was never designed to be constructive. Discovering "what is" may not be the same as designing "what can be."
Holdings
Item type Current library Call number Status Date due Barcode
Recommended bibliography book TBS Barcelona BF455.D38 DEB (Browse shelf(Opens below)) Available B01892
Recommended bibliography book TBS Barcelona BF455.D38 DEB (Browse shelf(Opens below)) Not for loan B01891

There is nothing more sad and wasteful than a roomful of intelligent and highly paid people waiting for a chance to attack something the speaker has said. With the Six Hats methods the fullest use is made of everyone's intelligence, experience and information. The Six Hats also removes all "ego" from the discussion process. The need for the Six Hats is based on an understanding of how the brain chemicals change with the mode of thinking. Using this method one major corporation reduced the time taken for multinational project discussions from 30 days to just two days. Argument is inefficient, ineffective and slow. Argument was never designed to be constructive. The parallel thinking of the Six Hats method is rapidly replacing argument around the world. From senior executives at major corporations like Siemens, NTT, Prudential (US) to four-year-olds in school. From Khmer villagers in Cambodia to senior government departments. For 2,400 years we have been content with argument which was never designed to be constructive. Discovering "what is" may not be the same as designing "what can be."

S2 B2 PBT P3 Creativity & Innovation

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