Slides from popUp workshop on six hat method for collaborative meetings. USC Iovine Young Academy 16 January 2015.

1. Why
Bring
Six
Hats
to
Meetings?
Dan
Ryan
January
2015

2. Collaboration is Good
2

3. 3

4. 4

5. 5

6. Except
When
It’s
Hard
6

7. 7
Collaboration
is an
Unnatural Act

8. 8

9. 9

10. 10

11. 11
Coordination
Cooperation
Communication

13. 13

14. 14

15. 15

16. Team
Roles
16

17. 17

18. Don’t Blame Meetings

19. 19
Argument
Hug

20. Collaboration as Argument

21. 21
http://sivasiva.files.wordpress.com/2013/10/two_goats.jpg

22. Collaboration as Hug

24. Pathology of Argument and Hug
• The adversarial mode assumes that all ideas
are "ready for battle,” wears people down,
bounces erratically, lands on ideas few may
want.
• The nice mode assumes that good ideas are
easy to come by and that logic is irrelevant,
tends to drift and go Frankenstein.

25. Instead: Parallel Thinking
• Participants look in same direction
• Direction can be changed

26. Thinking in Parallel

27. What We Get
• Remove issues of power from
conversation
• Save time
• Egos set aside
• Focus on one mental activity at a time
• Self-awareness
• Explore new capacities

28. FEELINGS
Red
Hats
are
for
28

29. Feelings, emotions, intuitions
• “This
is
how
I
feel
about
it…”
• Where
I’m
coming
from,
my
initial
perceptions.
• No
explaining,
justifying,
rationalizing.
• vs
white
which
is
neutral,
objective,
unemotional
• vs
black
which
must
include
reasons

30. CRITICISM
the
black
hat
is
for
30

31. Black
=
Criticism
• Errors
in
thinking,
lack
of
evidence,
logic
flaws
• Downsides
and
risks.
• No
requirement
to
be
fair,
balanced,
nice
• Unlike
RED,
criticism
requires
reasons

32. RED
vs
BLACK
32

33. OPTIMISM
AND
IDEAS
Yellow
Hats
are
for
33

34. Yellow
=
ideas
moving
us
forward
• optimism
about
positive
benefits
• heightened
value
sensitivity
(vs.
danger/risk)
• Constructive,
generative
• Vision
extrapolating
• Underlying
concepts

35. CREATIVITY,
OPTIONS,
ALTERNATIVES
Green
hats
are
for
35

36. Green
=
Creativity
&
New
Ideas
• “Let’s
have
some
new
ideas…”
• Options
and
alternatives
(including
crazy
ones)
• Everybody
has
to
be
creative,
not
just
the
creative
types
• Try
to
create
movement,
not
judgment.
• Stepping
stones

37. Yellow
vs.
Green
• Green
is
new,
different
from
existing.
• Yellow
is
extends,
builds
on
existing.

38. Green
Thinking
Extends
Laterally
38

39. Yellow
Ideas
Build
on
Existing
39

40. INFORMATION
White
hats
are
about
40

41. White
=
Information
• (Just)
Facts
and
Figures
(without
an
argument)
• Observations
vs.
interpretations
• Believed
facts
and
checked
facts

42. PROCESS
Blue
Hats
are
for
42

43. Blue
=
Process
• Agenda,
sequence,
rules
of
the
road
• Can
be
a
permanent
role
–
facilitator
—
but
• in
blue
hats
anyone
can
suggest
process
• Directing
focus
of
participants
• Ask
right
question,
remind
us
of
issue,
etc.

44. Advantages
and
Outcomes
• Remove
issues
of
power
from
conversation
• Save
time
• Egos
set
aside
• Focus
on
one
mental
activity
at
a
time
• Self-­‐awareness
• Explore
new
capacities

45. CREATIVITY
TACTICS
Using
Hat
Sequences
to
Build
45

46. Sequences
as
Creative
Repertoire
• Green
+
Yellow
=
• Black
+
Green
=
• Black
+
Yellow
=
• White
+
Red
+
Green
+
Yellow
=
46

47. Sequences
as
Creative
Repertoire
• Green
+
Yellow
=
crazy
new
ideas
followed
by
let’s
see
what
we
can
do
with
them.
• Black
+
Green
=
identify
problems
and
then
generate
novel
solutions
• Black
+
Yellow
=
identify
problems
and
look
for
value
in
each
• White
+
Red
+
Green
+
Yellow
=
set
table,
clear
emotions,
brainstorm,
build
on
ideas
47

48. Agendas
and
Hats
• BLUE
(5)
Why
are
we
here?
How
will
we
proceed?
• WHITE
(10)
What
do
we
know?
• GREEN
(10)
What
sorts
of
things
are
possible
• YELLOW
(5)
What's
good
about
these
ideas?
• RED
(5)
How
do
people
feel
about
these?
• BLACK
(5)
Among
those
that
look
most
promising,
what
are
the
potential
pitfalls?
• YELLOW
(5)
What's
good
about
these
ideas?
• BLUE
(5)
What
did
we
achieve?
What
is
the
outcome?
What
does
our
design
look
like
at
this
point?

49. Thou
Shalt
Not…
• Division
of
labor:
don’t
appoint
special
roles,
don’t
allow
“I’m
no
good
at,”
and
don’t
drop
emphasis
on
parallel
thinking.
• Types.
This
is
not
about
categories
of
people.
It’s
also
not
about
value
judgments
about
styles.
• Label
actions
with
hats
-­‐
it’s
ideas
and
words!

50. BIG
IDEA?
What
is
the
50

51. Searching
for
a
Lion
in
the
Sahara
51

52. 52

53. Forms
of
Spatiality
53

54. finis
54

55. References
• deBono,
E.
1985.
Six
Thinking
Hats.
Little,
Brown