000			01769nam a2200241Ia 4500
001			1292
008			230305s2000 xx 000 0 und d
020			_a9780141033051
040			_cTBS
041			_aeng
043			_aen_UK
050			_aBF441 _b.D385
100			_aDe Bono, Edward _d1933- _97022 _eauthor
245		0	_aSix thinking hats _c/ Edward de Bono
260			_aLondon : _bPenguin Books, _c2000
300			_axiii ,177 pages ; 21 cm.
520			_aThere 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."
526			_aS2 B2 PBT P3 Creativity & Innovation
650		0	_aProblem solving _98435
650		0	_aCreative thinking _97027
653			_aBibliography B2 PBT Creativity & Innovation
942			_2lcc
999			_c1298 _d1298