Wearing Six Thinking Hats
| dc.contributor.author | Serrat, Olivier | |
| dc.date.accessioned | 2020-12-02T22:28:26Z | |
| dc.date.available | 2020-12-02T22:28:26Z | |
| dc.date.issued | 2009-06-01 | |
| dc.description.abstract | {Excerpt} The difference between poor and effective teams lies not so much in their collective mental equipment but in how well they use their abilities to think together. The Six Thinking Hats technique helps actualize the thinking potential of teams. Routinely, many people think from analytical, critical, logical perspectives, and rarely view the world from emotional, intuitive, creative, or even purposely negative viewpoints. As a result, their arguments do not make leaps of imagination,they underestimate resistance to change, or they fail to draw contingency plans. Lateral thinking is reasoning that offers new ways of looking at problems—coming at them from the side rather than from the front—to foster change, creativity, and innovation. One tool of lateral thinking, the Six Thinking Hats technique, was devised by de Bono in 1985 to give groups a means to reflect together more effectively, one thing at a time. | |
| dc.description.legacydownloads | Wearing_Six_Thinking_Hats.pdf: 1624 downloads, before Oct. 1, 2020. | |
| dc.identifier.other | 2527792 | |
| dc.identifier.uri | https://hdl.handle.net/1813/87767 | |
| dc.language.iso | en_US | |
| dc.rights | Required Publisher Statement: This article was first published by the Asian Development Bank (www.adb.org). | |
| dc.subject | Asian Development Bank | |
| dc.subject | ADB | |
| dc.subject | poverty | |
| dc.subject | economic growth | |
| dc.subject | sustainability | |
| dc.subject | development | |
| dc.title | Wearing Six Thinking Hats | |
| dc.type | article | |
| local.authorAffiliation | Serrat, Olivier: Asian Development Bank |
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