Six thinking hats / Edward de Bono

By:

De Bono, Edward, 1933- [author]

Material type: Text

TextLanguage: English Publication details: London : Penguin Books, 2000Description: xiii ,177 pages ; 21 cm.ISBN:

9780141033051

Subject(s):

LOC classification:

BF441 .D385

Courses that have reserved this title:

S2 B2 PBT P3 Creativity & Innovation

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."

List(s) this item appears in: BRAIN EXPO

Holdings ( 2 )
Title notes ( 2 )

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