The Six Thinking Hats Theory

2. Jeng, YC, Hsu, SL, Xie, J, Lin, R & Huang, CC 2010, 'The Influence of creative-thinking teaching on learning effectiveness', Advanced Management Science (ICAMS), vol.3, no.1, pp.33,38.

It provides a framework to help people think clearly and thoroughly by directing their thinking attention in one direction at a time--white hat facts, green hat creativity, yellow hat benefits, black cautions, red hat feelings, and blue hat process.

What would need to be understood about this topic is that is that I have chosen the terms Creativity and Innovation, which many don’t know that these two topics are interlinked, with no correct or incorrect way to use them. Where creativity can be classified as the process of gathering and generating new ideas via new ways of thinking, innovation would be seen as the process of implementing creativity. Diversity on

Roger von Oech, the author of A Whack on the Side of the Head, makes an unusual offer that thinking at random will increase the efficiency at which ideas become more abundant. This particular concept is certainly an original way to come up with new, fresh problem solving techniques. Ambiguity in the world can help new ideas flow for anyone when looked at in a creative way.

The first approach to thinking is the White Hat approach. This approach is focused on the facts and only the facts.

During the course of her two-year journey as a fellow student part of the Management and Leadership (Healthcare Concentration) Bachelor of Arts program, the power of thinking outside of the box has greatly contributed to how Ms. Sams thinks creatively to solve problems and making sound logical decision that positively affects the well-being of an organizational environment. First, thinking creatively to solve problems begins with having an open mind to find solutions to challenging issues facing the organization. In addition, by thinking creatively when solving problems also involves a collaboration effort from both management and employees.

I love to express my creativity through innovative thinking. Through the lens of creativity, I often envision more efficient solutions than would otherwise be derived following a canned approach. I enjoy solving a wide array of problems, from specialized applications like designing a Rube Goldberg machine to more complex issues such as curbing air pollution.

Before I describe the events I feel as though I should point out that this is solely based on my interpretation of the incident. A member of my group crossed my personal boundaries on a social media platform. I was contacted by private message on Facebook by Jesse*. I had not given this member permission to contact me on a social network; I had however given Jesse my phone number and University email address. While the initial contact was unsolicited it was primary in regards to our group presentation. In response to the initial contact I gave Jesse my phone number again to encourage communication via what I felt to be a more appropriate form of correspondence. Despite this, I was again contacted via Facebook message, in this message I was

Brainstorming is a very popular and commonly used problem solving technique in business (Zhao & Hou, 2010). It is a technique that allows the people in an organization to work together to identify challenges, opportunities, determine outcomes, solve problems, and create innovative ideas. An advertising executive named Alex Osborn first developed the concept in the 1950’s. The basis for the development of brainstorming is the old saying “two heads are better than one.” When Osborn created the concept of brainstorming, he developed the four following guidelines:

Many can conjure up ideas, but few bring them to life. Creativity needs a form of structure for its success. I use my knowledge of business economics as a structure for my creative thinking to carry out. I envision new ways to improve the world around me. I strive to help local communities become “green”.

The Freakonomics called “Are we running out of ideas?” invites economics from different universities to discuss a phenomenon that may have not seen as a problem before, but now with the changing world and society we live in, it has certainly become a topic of concern. According to Steve Levitt, who is an economist at the University of Chicago, all it takes for a company to become truly successful is one or two simple ideas. He continues further and explains how he believes that companies have the tendency to believe that they are great at everything, when in fact, they are about average, except in the one or two ideas that made their company successful in the first place. Levitt brings this major point across because he believes that successful companies are built around an idea, yet, many people now devote less and less time on trying to come up with new ideas. Instead, Levitt states that individuals spent far too much time on day-to-day activities that could easily become easier and more efficient through the power of ideas.

When comparing the concepts presented by The Innovator's DNA, Nayar, Hitt, Takacs-Haynes, and Serpa, there were a couple of key concepts the resonated across all viewpoints. Specifically, the concepts of the innovative leader and observing the environment appeared to be common across the board. The Innovator’s DNA argues that an innovative leader helps set the vision and leads the organization in future by influencing change within the target market. Steve Jobs and Amazon’s founder, Jeff Bezo are just a couple examples used to demonstrate the importance of an innovative leader setting the stage for their respective organizations. This concept is supported by Nayar, Hitt, Takacs-Haynes, and Serpa in their respective articles. Hitt, Takacs-Haynes, and Serpa resolve that the ability to develop and communicate the leader’s vision has remained vital to the success of an organization over the past decade. Nayar further demonstrates this importance through his description of how he was able to influence change within his own organization by communicating the situation of the company and his observations to his senior managers. He states that he spent his first few weeks meeting with his “senior managers in small groups and larger gatherings”. The concept of observing the environment and understanding the internal and external influences within

When reading chapters 5 and 6 it allowed to develop 2-footed questions that will create curiosity for my final innovation. In addition, it exemplified to me how important it is to develop strategies that consider opposing views. By acknowledging opposing views it will “maximize rewards of achieving a mutual goal across diverse talents” (pg. 118). A tool from the week 5 text that I found helpful was the aspect of asking “What If” questions. Asking these particular questions will increase innovation by trying to innovate during your daily workplace duties, which exemplifies your ability to succeed and improve. Although, the audience in this particular scenario is random people reading the newspaper. It will allow individuals to work together through a wider range of intelligence.

In the Ted Talk by Linda Hill How to manage for collective creativity, she uses big companies to show how the amount of innovation in a company is determined by the leaders. In her example of google she talks about when g-mail was getting ready to drop and they realized that their website would more than likely crash if they didn’t update it, so they decided to let teams emerge with different ideas themselves. One team believed that they should build on the website they already have and another believed they should start from scratch. They were told to build prototypes to see what worked better, during this process some members of the team went to Dan and said that they didn’t have enough time for two teams to compete, but there was no way

In this setting, where I am the head of a social club and need to pick a thinking hat, I would wear the blue hat. Those wearing the blue hat, “Approach the decision in a procedural manner by monitoring the decision-making procedures used by the group” (Myers 137). I would wear this hat because, as the leader of the group, it is more important for me to monitor what is happening rather than give my own input. Although my input is important, my role requires me to supervise what is going on in the group. When wearing the blue hat, I would make sure everything is going smoothly and that proper procedures are taking place. Along with that, the technique that I think would work best to generate ideas and reach our small group objective would be nominal group technique. This technique, “allows members to independently and silently generate ideas, but not as a group” (Myers 132). By doing this, those in the group can become anonymous and do not have to worry about their opinion being “wrong.” Along with that, you still get the effects of brainstorming