Please forward this error screen to gre big book solution pdf. Six Thinking Hats is a system designed by Edward de Bono which describes a tool for group discussion and individual thinking involving six colored hats. Six Thinking Hats” and the associated idea parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively.
In 2005, the tool found some use in the United Kingdom innovation sector, where it was offered by some facilitation companies and had been trialled within the United Kingdom’s civil service. The premise of the method is that the human brain thinks in a number of distinct ways which can be deliberately challenged, and hence planned for use in a structured way allowing one to develop tactics for thinking about particular issues. De Bono identifies six distinct directions in which the brain can be challenged. None of these directions is a completely natural way of thinking, but rather how some of us already represent the results of our thinking.
Since the hats do not represent natural modes of thinking, each hat must be used for a limited time only. Also, some will feel that using the hats is unnatural, uncomfortable or even counterproductive and against their better judgement.
A compelling example presented is sensitivity to “mismatch” stimuli. This is presented as a valuable survival instinct, because, in the natural world: the thing that is out of the ordinary may well be dangerous.
This mode is identified as the root of negative judgement and critical thinking. Six distinct directions are identified and assigned a color.
Can look at the big picture. Sees the brighter, sunny side of situations. Thinks creatively, outside the box.
Coloured hats are used as metaphors for each direction. Switching to a direction is symbolized by the act of putting on a coloured hat, either literally or metaphorically. This metaphor of using imaginary hat or cap as a symbol for different thinking direction De Bono mentions as early as 1971 in his book “Lateral Thinking for Management” when describing brainstorming framework.