We think in a given direction

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Joywtome231
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Joined: Sun Dec 22, 2024 4:02 am

We think in a given direction

Post by Joywtome231 »

For example, in disputes and discussions of a decision or idea, the position that was best defended often wins. But the Six Hats method teaches not a fight, but a union of ideas and views. With the help of hats, we look at the problem from different angles, even from those that may seem inappropriate. In particular, the method pays attention to emotions and intuition. Although people usually try to make decisions by “switching off” the emotional part.

The combination of different types of thinking and consideration of the situation from other, even unexpected, angles allows one to find a non-trivial approach to the problem. This is how Edward de Bono's theory differs from the usual methods of discussion or decision making.

Advantages of the method
Let's talk about the benefits of the "6 Thinking Hats" technique:

Focus or switch
When we try on a hat, we focus on the problem. For example, when we put romania phone number list on the yellow hat, we look for the advantages and benefits of the project. This helps us focus. When we change hats, we change the course of our thoughts, switch the mode of thinking. This allows us to look at the situation in a new way.

Getting the full picture
The author of the method himself was a versatile and active person. He urged not to get hung up on one direction of each decision. This is how the theory of six hats was born.

The Six Thinking Hats method states that it is useful to be both an optimist and a pessimist. To stick to the cold facts, but also to let your imagination run wild. To rely on logic, but also to say how you feel.

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The technique of imaginary hats is useful for organizing thinking. That is, it helps to organize and structure thoughts. Often, when discussing a problem, participants get lost and do not know where to start or what to rely on. A hat of a certain color will set the direction, and the discussion will go faster and easier.
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