- The Back of the Napkin: Solving Problems and Selling Ideas with Pictures
by Dan Roam
- Closing the Innovation Gap: Reigniting the Spark of Creativity in a Global Economy
by Judy Estrin
- Disrupting Class: How Disruptive Innovation Will Change the Way the World Learns
by Clayton Christensen, Curtis Johnson, and Michael Horn
- The Endless City
by Ricky Burdett and Deyan Sudjic
- The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation
by A.G. Lafley and Ram Charan
- Groundswell: Winning in a World Transformed by Social Technologies
by Charlene Li and Josh Bernoff
- Here Comes Everybody: The Power of Organizing Without Organizations
by Clay Shirky
- The New Age of Innovation: Driving Cocreated Value Through Global Networks
by C.K. Prahalad and M.S. Krishnan
- The Numerati
by Stephen Baker
- The Venturesome Economy: How Innovation Sustains Prosperity in a More Connected World
by Amar Bhidé
Friday, January 30, 2009
Best Books on Innovation
A few weeks back, BusinessWeek released its list of 2008's top innovation books. For those who missed the article the first time around, the winners were:
Thursday, January 29, 2009
New de Bono training sessions
De Bono Consulting has added several new dates to its training schedule:
- March 9-13 in San Diego, CA
- May 4-8 in Alexandria, VA
Attendees can enroll in the Six Thinkings Hats session, the Lateral Thinking session, or the Course in Creativity, which covers both methods.
In addition, we have a session in Mexico City on February 23-27. Note that this session will be conducted in Spanish.
See our complete training schedule to register for a course or to view other dates and locations.Innovation Lessons from the 1930s
In a nod to the current economic climate, Tom Nicholas of Harvard Business School has published a nice piece in the McKinsey Quarterly about innovation during the Great Depression and its implications for innovation today. (Unfortunately, registration is required for access to the full article, but it's free.)
Nicholas examines the number of US patent filings between 1921 and 1938 as a measure of investment in R&D (and hence innovation in general). The trend is pretty obvious: when GDP growth was positive, the number of patents increased. When the economy contracted, patent applications declined. Business leaders were clearly letting their economic concerns drive their R&D decisions.
But Nicholas also provides examples of companies that continued to support innovation despite the turbulent climate. Firms such as DuPont, Hewlett-Packard, Polaroid, and RCA developed extraordinarily successful products during this period. In the process, they became some of the most successful and admired companies of the 20th century. Had they slashed their R&D budgets, they might today be relegated to the footnotes of history.
The point is not that every company should always and everywhere maintain its R&D budget. The point, rather, is that slashing investment should not be a knee-jerk reaction to today's economic woes. In many cases, the sensible manager may decide to postpone innovative projects in the face of uncertainty. However, it's important to evaluate the company's competitive situation before making a decision. Just as we saw during the Great Depression, innovation today may create the giants of tomorrow.
Nicholas examines the number of US patent filings between 1921 and 1938 as a measure of investment in R&D (and hence innovation in general). The trend is pretty obvious: when GDP growth was positive, the number of patents increased. When the economy contracted, patent applications declined. Business leaders were clearly letting their economic concerns drive their R&D decisions.
But Nicholas also provides examples of companies that continued to support innovation despite the turbulent climate. Firms such as DuPont, Hewlett-Packard, Polaroid, and RCA developed extraordinarily successful products during this period. In the process, they became some of the most successful and admired companies of the 20th century. Had they slashed their R&D budgets, they might today be relegated to the footnotes of history.
The point is not that every company should always and everywhere maintain its R&D budget. The point, rather, is that slashing investment should not be a knee-jerk reaction to today's economic woes. In many cases, the sensible manager may decide to postpone innovative projects in the face of uncertainty. However, it's important to evaluate the company's competitive situation before making a decision. Just as we saw during the Great Depression, innovation today may create the giants of tomorrow.
Friday, January 23, 2009
Edward de Bono's weekly message
I was in Prague on January 7th for the launch of the European Year of Creativity, 2009. The Czech Republic has the presidency of the EU for the first half of 2009.
As usual one of the big problems facing creativity in the inability of language to distinguish between artistic creativity and idea creativity. Both involve creating something new which has value. The practical problem is that the Year of Creativity may tend to focus on artistic creativity because it is better known. That is unfortunate because the world needs creative thinking more than ever before. Many problems facing the world are not easily solved with our existing thinking. I am very much in favour of artistic creativity but we do need idea creativity.
It may be that people still believe that nothing can be done about creative thinking and that we just have to wait and hope for new ideas. That attitude is very old fashioned but still prevalent. Many people just do not know that there are formal and deliberate ways of creating new ideas - such as the tools of lateral thinking.
I encourage anyone reading this message to write to your government and the European Union to emphasise the need and possibility of creative thinking.
It is indeed a move in the right direction that the EU has appointed me 'Ambassador for Thinking' for the year of creativity.
Edward de Bono
15 January 2009
As usual one of the big problems facing creativity in the inability of language to distinguish between artistic creativity and idea creativity. Both involve creating something new which has value. The practical problem is that the Year of Creativity may tend to focus on artistic creativity because it is better known. That is unfortunate because the world needs creative thinking more than ever before. Many problems facing the world are not easily solved with our existing thinking. I am very much in favour of artistic creativity but we do need idea creativity.
It may be that people still believe that nothing can be done about creative thinking and that we just have to wait and hope for new ideas. That attitude is very old fashioned but still prevalent. Many people just do not know that there are formal and deliberate ways of creating new ideas - such as the tools of lateral thinking.
I encourage anyone reading this message to write to your government and the European Union to emphasise the need and possibility of creative thinking.
It is indeed a move in the right direction that the EU has appointed me 'Ambassador for Thinking' for the year of creativity.
Edward de Bono
15 January 2009
Thursday, January 22, 2009
Toyota - Why Not?
Toyota has launched a new innovation contest called Why Not?. Via a charming little website - complete with pretty graphics, a slick, 3-D interface, and the soothing music of waterfalls and birdsong - the carmaker is inviting people to suggest ways to improve our air, land, water, and communities.
Naturally, the submitted ideas vary in their complexity and ingenuity. Some are simple but obvious in hindsight - in the sense of "Wow, why have I never thought of that?" Other ideas are far more complicated and would demand completely new technologies. Users can vote on the various ideas, share them with friends, and even make a personal commitment to a particular idea.
For its part, Toyota is using the site to promote its own environmental innovations and to gather (and perhaps commercialize) new ideas. There's also a contest element; the prizes for the best ideas include a tour of a Toyota manufacturing plant and a trip to New York to meet with influential innovators.
Naturally, the submitted ideas vary in their complexity and ingenuity. Some are simple but obvious in hindsight - in the sense of "Wow, why have I never thought of that?" Other ideas are far more complicated and would demand completely new technologies. Users can vote on the various ideas, share them with friends, and even make a personal commitment to a particular idea.
For its part, Toyota is using the site to promote its own environmental innovations and to gather (and perhaps commercialize) new ideas. There's also a contest element; the prizes for the best ideas include a tour of a Toyota manufacturing plant and a trip to New York to meet with influential innovators.
Wednesday, January 14, 2009
MIT's Innovations in Teaching Methods
The New York Times has a great piece about some revolutionary work at MIT.
And no, I'm not talking about nanotechnology, artificial intelligence, or quantum mechanics. I'm talking about teaching.
The university has introduced a new approach to its traditional Physics 101. Once upon a time, the course was a stereotypical large lecture, complete with the professor droning on and scribbling equations on the blackboard, while students fell asleep or unobtrusively SMSed their friends.
Today, the course features small classes, peer interaction, and collaborative, interactive learning. And technology, of course - this is, after all, MIT.
"Instead of blackboards, the walls are covered with white boards and huge display screens. Circulating with a team of teaching assistants, the professor makes brief presentations of general principles and engages the students as they work out related concepts in small groups. Teachers and students conduct experiments together. The room buzzes. Conferring with tablemates, calling out questions and jumping up to write formulas on the white boards are all encouraged."
Moreover, the school employs technology to provide the professor with instantaneous feedback. This allows the professor to gauge the level of student comprehension at any point in time - making it clear when students are struggling, and when to move ahead with the material.
The program was initially controversial, but the results speak for themselves. Course attendance is up, and the failure rate has fallen from 10-12% to 4%.
It's easy to think of "innovation" purely in terms of new products or technologies. However, it's equally relevant - and arguably more valuable - in areas like education, which stereotypically isn't at the forefront of creativity and therefore has more to gain from innovative methodologies and approaches.
Do check out the full article - it's well worth a read.
And no, I'm not talking about nanotechnology, artificial intelligence, or quantum mechanics. I'm talking about teaching.
The university has introduced a new approach to its traditional Physics 101. Once upon a time, the course was a stereotypical large lecture, complete with the professor droning on and scribbling equations on the blackboard, while students fell asleep or unobtrusively SMSed their friends.
Today, the course features small classes, peer interaction, and collaborative, interactive learning. And technology, of course - this is, after all, MIT.
"Instead of blackboards, the walls are covered with white boards and huge display screens. Circulating with a team of teaching assistants, the professor makes brief presentations of general principles and engages the students as they work out related concepts in small groups. Teachers and students conduct experiments together. The room buzzes. Conferring with tablemates, calling out questions and jumping up to write formulas on the white boards are all encouraged."
Moreover, the school employs technology to provide the professor with instantaneous feedback. This allows the professor to gauge the level of student comprehension at any point in time - making it clear when students are struggling, and when to move ahead with the material.
The program was initially controversial, but the results speak for themselves. Course attendance is up, and the failure rate has fallen from 10-12% to 4%.
It's easy to think of "innovation" purely in terms of new products or technologies. However, it's equally relevant - and arguably more valuable - in areas like education, which stereotypically isn't at the forefront of creativity and therefore has more to gain from innovative methodologies and approaches.
Do check out the full article - it's well worth a read.
Wednesday, January 07, 2009
Ambassador for Thinking
The EU has named 2009 the European Year of Creativity and Innovation. Its goals are:
- to raise awareness of importance of creativity and innovation for personal, social and economic development
- to disseminate good practices, stimulate education and research
- to promote policy debate and development
The European Union has declared 2009 to be the year of Creativity. This will be launched in Prague on January 7th. I shall be there. On December 5th. I was officially appointed 'Ambassador for Thinking' for the European Union. Among other things I shall be issuing a monthly 'World Thinking Report'. There may be occasional extra reports as required. In due course these may be accessed on the web under World Thinking Report.
Edward de Bono
22nd December 2008
Sunday, December 14, 2008
New York Times Year in Ideas 2008
The New York Times just released its Year in Ideas 2008. There's some very interesting stuff here, such as DNA testing on dog poop (to identify owners who fail to clean up after their pets), fast food zoning laws, kangaroos as a weapon against climate change, and plenty more. Check it out.
Wednesday, November 26, 2008
MediaGuardian Innovation Awards
A public service announcement: the entry deadline for the MediaGuardian Innovation Awards is next week. The awards are "open to innovative work carried out across any media or a number of media." The list of last year's winners is available here.
The awards ceremony will be in March. We'll discuss the winning innovations then.
The awards ceremony will be in March. We'll discuss the winning innovations then.
Friday, November 07, 2008
Innovation During Recessions
The New York Times has a piece on innovation during recessions. The gist of the article is that business leaders are often tempted to cut innovation, particularly in bad economic climates. Managers see the short-term costs of innovation, while the long-term benefits (in terms of new revenue streams, new products, new practices, new customers, etc.) are uncertain. As a result, when managers tighten their belts, innovation is often the first thing to go.
But cutting back doesn’t have to mean a wholesale rejection of innovation. Rather, by embedding innovation throughout the organization, short-term necessities can be balanced against long-term goals. Call it the Goldilocks Principle applied to innovation. And in some cases, tough times can actually spur innovation by forcing managers to re-examine their own assumptions. The companies that get it right will be well-positioned for success and growth once the economy recovers.
But cutting back doesn’t have to mean a wholesale rejection of innovation. Rather, by embedding innovation throughout the organization, short-term necessities can be balanced against long-term goals. Call it the Goldilocks Principle applied to innovation. And in some cases, tough times can actually spur innovation by forcing managers to re-examine their own assumptions. The companies that get it right will be well-positioned for success and growth once the economy recovers.
Monday, November 03, 2008
The Creative Class
John Solow, an economist at the University of Iowa, recently published the Iowa Creativity Index, which studies the correlation between creativity and economic growth in Iowa’s 99 counties. Solow’s work is actually based on that of another economist, Richard Florida, who has spent a lot of time thinking about what he calls the “creative class.” I wasn’t familiar with the term, so I dug up Florida’s 2002 essay, “The Rise of the Creative Class.”
Florida never quite defines his “creative class,” but he describes it as “a fast-growing, highly educated, and well-paid segment of the workforce on whose efforts corporate profits and economic growth increasingly depend.” As examples, he points to scientists, engineers, university professors, poets, novelists, artists, entertainers, actors, designers, architects, nonfiction writers, editors, cultural figures, think-tank researchers, and analysts.
The central thesis consists of two points:
(1) The creative class is good for economic growth.
(2) Economic growth is concentrated in hip, urban places that attract the creative class, like San Francisco, Boston, and Seattle.
I don’t disagree with any particular point, but I can’t help but feel that “creative class” is something of a misnomer. In my mind, creative means innovative, but Florida means something altogether different. He uses creative in the sense of creating something.
Etymologically speaking, he’s certainly not wrong. But steelworkers create steel, and baristas create tasty coffee beverages. Are they any less creative (in Florida’s sense of the word) than professors and engineers?
Had Florida used the phrase “knowledge workers” or “college graduates,” I wouldn’t have blinked. But this research has more to do with economics, education, human capital, and social mobility than with creativity.
Florida never quite defines his “creative class,” but he describes it as “a fast-growing, highly educated, and well-paid segment of the workforce on whose efforts corporate profits and economic growth increasingly depend.” As examples, he points to scientists, engineers, university professors, poets, novelists, artists, entertainers, actors, designers, architects, nonfiction writers, editors, cultural figures, think-tank researchers, and analysts.
The central thesis consists of two points:
(1) The creative class is good for economic growth.
(2) Economic growth is concentrated in hip, urban places that attract the creative class, like San Francisco, Boston, and Seattle.
I don’t disagree with any particular point, but I can’t help but feel that “creative class” is something of a misnomer. In my mind, creative means innovative, but Florida means something altogether different. He uses creative in the sense of creating something.
Etymologically speaking, he’s certainly not wrong. But steelworkers create steel, and baristas create tasty coffee beverages. Are they any less creative (in Florida’s sense of the word) than professors and engineers?
Had Florida used the phrase “knowledge workers” or “college graduates,” I wouldn’t have blinked. But this research has more to do with economics, education, human capital, and social mobility than with creativity.
Tuesday, October 28, 2008
Is Creative Culture Linked to Play?
Babis Mainemelis, a professor of organizational behavior at London Business School, has been researching the connection between office playtime and creativity. In his view, play is not a specific set of activities, but rather a mindset of flexibility, curiosity, and exploration. Furthermore, Prof. Mainemelis identifies two different types of play: play as engagement and play as diversion.
Diversion play means playing while at work, but not with work. Examples might include office ping-pong matches or lunchtime soccer games. This type of play allows workers to take a mental break, which helps foster the incubation of new ideas. It also breaks down hierarchical barriers by throwing together colleagues from different departments and different rungs on the corporate ladder.
Engagement play means playing with the work itself. He describes it as a true transformation of the work. It boosts the creative process and allows employees to reframe activities, explore different ideas, and experiment with variables or processes that typically go unnoticed. For example, he cites professional animators who, in searching for new ideas, fantasize about things like “What if zebras were green?” and “What if sharks flew through space?” This is, incidentally, strikingly similar to one of the Lateral Thinking techniques.
Prof. Mainemelis goes on to discuss ways in which managers can foment play, as well as the risks of not letting workers play.
The podcast lasts about nine minutes; you can listen to it here: Is Creative Culture Linked to Play?
Diversion play means playing while at work, but not with work. Examples might include office ping-pong matches or lunchtime soccer games. This type of play allows workers to take a mental break, which helps foster the incubation of new ideas. It also breaks down hierarchical barriers by throwing together colleagues from different departments and different rungs on the corporate ladder.
Engagement play means playing with the work itself. He describes it as a true transformation of the work. It boosts the creative process and allows employees to reframe activities, explore different ideas, and experiment with variables or processes that typically go unnoticed. For example, he cites professional animators who, in searching for new ideas, fantasize about things like “What if zebras were green?” and “What if sharks flew through space?” This is, incidentally, strikingly similar to one of the Lateral Thinking techniques.
Prof. Mainemelis goes on to discuss ways in which managers can foment play, as well as the risks of not letting workers play.
The podcast lasts about nine minutes; you can listen to it here: Is Creative Culture Linked to Play?
Saturday, October 25, 2008
Stimulate Innovation and Creativity
People Vision's blog has several suggestions for stimulating innovation and creativity during the current economic downturn.
My favorite? Tip #3: "train your employees on mind mapping and creative thinking methods."
The Six Thinking Hats and Lateral Thinking techniques are, of course, a good place to start.
My favorite? Tip #3: "train your employees on mind mapping and creative thinking methods."
The Six Thinking Hats and Lateral Thinking techniques are, of course, a good place to start.
Tuesday, October 21, 2008
Innovative lawyers (!)
Last week, the Financial Times released its Innovative Lawyers report. I know, I know… I had the same reaction. Innovation in the legal industry? C’mon. As it turns out, however, law firms are doing some pretty cool – and yes, innovative – things.
For example, in the “billing and fees” category, the FT gave top marks to a firm that (at least in one case), has tied its fees to client satisfaction. Moreover, “bonuses are payable if the firm proactively reduces litigation.” In other words, this firm is compensated for helping its client avoid legal woes, rather than racking up billable hours by bogging the client down in endless litigation. Another major law firm now pays its lawyers a percentage of the fees they generate, rather than simply divvying up profits. While pay for performance has become common in many industries, it's rare in the legal world.
And in the “finance” category, the FT points to a law firm that has worked on microfinance securitization. Admittedly, this innovation is perhaps more financial than legal, but it’s nonetheless an important step in reducing global poverty. Muhammad Yunus won the Nobel Peace Prize for his work in microfinance, and asset securitization could spread its impact even further. Other innovations include branding and advertising campaigns, technologies for monitoring client relationships, outsourcing of back-office processes to countries like the Philippines, and more.
In short, it’s a good report, and all the more enjoyable because it examines a stereotypically dreary industry.
For example, in the “billing and fees” category, the FT gave top marks to a firm that (at least in one case), has tied its fees to client satisfaction. Moreover, “bonuses are payable if the firm proactively reduces litigation.” In other words, this firm is compensated for helping its client avoid legal woes, rather than racking up billable hours by bogging the client down in endless litigation. Another major law firm now pays its lawyers a percentage of the fees they generate, rather than simply divvying up profits. While pay for performance has become common in many industries, it's rare in the legal world.
And in the “finance” category, the FT points to a law firm that has worked on microfinance securitization. Admittedly, this innovation is perhaps more financial than legal, but it’s nonetheless an important step in reducing global poverty. Muhammad Yunus won the Nobel Peace Prize for his work in microfinance, and asset securitization could spread its impact even further. Other innovations include branding and advertising campaigns, technologies for monitoring client relationships, outsourcing of back-office processes to countries like the Philippines, and more.
In short, it’s a good report, and all the more enjoyable because it examines a stereotypically dreary industry.
Monday, October 20, 2008
Edward de Bono on Innovation
Edward de Bono discusses the importance of training employees in lateral thinking to give them a systematic approach to innovative thinking.
Check out the article on the de Bono Consulting website:
http://www.debonoconsulting.com/Edward-de-Bono-Innovation-Must-Go-Beyond-Lip-Service.asp
Check out the article on the de Bono Consulting website:
http://www.debonoconsulting.com/Edward-de-Bono-Innovation-Must-Go-Beyond-Lip-Service.asp
Monday, September 29, 2008
A Lesson in Lateral Thinking
Edward de Bono provides wonderful examples throughout his presentations that demonstrate the power of lateral thinking.
Today we posted one of Dr. de Bono's "Lessons in Lateral Thinking" on the de Bono Consulting website.
Read the Lesson in Lateral Thinking and then come back to our blog to share your own stories of lateral thinking.
Today we posted one of Dr. de Bono's "Lessons in Lateral Thinking" on the de Bono Consulting website.
Read the Lesson in Lateral Thinking and then come back to our blog to share your own stories of lateral thinking.
Friday, August 15, 2008
Edward de Bono Innovation Training in Chicago
Have you always wanted to attend a Six Thinking Hats or other Edward de Bono training seminar?
Spots are filling quickly for the events in Chicago next month.
If you'd like to register for one or more of these innovative thinking skills seminars, the de Bono Consulting website, www.deBonoConsulting.com, offers online registration. Or call 800.278.1292.
No matter which course you choose, you’ll learn new skills you can apply immediately to help drive innovation, improve communication, and increase efficiency and problem solving at your organization.
Six Thinking Hats
Maximize Your Thinking
September 8
September 8-11 (train-the-trainer certification)
Lateral Thinking
Produce Innovation on Demand
September 9-10
September 9-12 (train-the-trainer certification)
Course in Creativity
Essential Skills to Drive Innovation: Six Thinking Hats AND Lateral Thinking
September 8-10
Focus on Facilitation
Organize, Manage, & Lead Group Innovation
September 8-11
I hope to see you in Chicago!
Barbara Stennes
Lifetime Certified de Bono Master Trainer
Spots are filling quickly for the events in Chicago next month.
If you'd like to register for one or more of these innovative thinking skills seminars, the de Bono Consulting website, www.deBonoConsulting.com, offers online registration. Or call 800.278.1292.
No matter which course you choose, you’ll learn new skills you can apply immediately to help drive innovation, improve communication, and increase efficiency and problem solving at your organization.
Six Thinking Hats
Maximize Your Thinking
September 8
September 8-11 (train-the-trainer certification)
Lateral Thinking
Produce Innovation on Demand
September 9-10
September 9-12 (train-the-trainer certification)
Course in Creativity
Essential Skills to Drive Innovation: Six Thinking Hats AND Lateral Thinking
September 8-10
Focus on Facilitation
Organize, Manage, & Lead Group Innovation
September 8-11
I hope to see you in Chicago!
Barbara Stennes
Lifetime Certified de Bono Master Trainer
Tuesday, April 22, 2008
iinnovate Podcast With IDEO Founder
We're always looking for great websites on creativity & innovation, and the iinnovate blog is no exception. The blog is run by students at Stanford University's Business and Design Schools, and offers podcast interviews with leaders of some of the world's most innovative companies.
We found the interview with IDEO Founder, David Kelley particularly relevant.
Kelley highlighted the importance of empowering your people to think that they are creative. Companies should tap into the creativity of everyone in the organization, not just the boss. Kelley stressed that we need to give all employees opportunities to generate and share their ideas no matter their position in the organization.
We couldn't agree more. But how do you provide such opportunities for generating new ideas?
People who are trained in Six Thinking Hats love the fact that in Six Hat Thinking there is a time and a place for creative thinking (called green hat thinking) where they don't have to worry about their ideas being criticized or "shot down."
Analysis of ideas, both the positive aspects and potential weaknesses, takes place at a later stage in the thinking process. During green hat thinking, you're strictly capturing new ideas.
The Six Thinking Hats process encourages creative thinking from each individual, not just those who are the most vocal.
We found the interview with IDEO Founder, David Kelley particularly relevant.
Kelley highlighted the importance of empowering your people to think that they are creative. Companies should tap into the creativity of everyone in the organization, not just the boss. Kelley stressed that we need to give all employees opportunities to generate and share their ideas no matter their position in the organization.
We couldn't agree more. But how do you provide such opportunities for generating new ideas?
People who are trained in Six Thinking Hats love the fact that in Six Hat Thinking there is a time and a place for creative thinking (called green hat thinking) where they don't have to worry about their ideas being criticized or "shot down."
Analysis of ideas, both the positive aspects and potential weaknesses, takes place at a later stage in the thinking process. During green hat thinking, you're strictly capturing new ideas.
The Six Thinking Hats process encourages creative thinking from each individual, not just those who are the most vocal.
Thursday, March 27, 2008
Six Thinking Hats For Problem-Solving
Six Thinking Hats provides a wonderful framework for problem solving. It helps teams identify the differences between problems and opportunities and allows them to look at each in a systematic manner.
Participants will learn a process that simplifies thinking by allowing them to deal with one aspect of a problem at a time. With Six Thinking Hats you’ll separate out the different aspects of thinking and focus as a team in parallel on the information known or needed (white hat), the benefits (yellow hat), then the risks (black hat), then feelings (red hat) about an issue, and so on. This process helps lay out all views of a problem side by side in parallel and then design a way forward. Six Thinking Hats also stimulates innovation using specific techniques to generate solutions to problems. We call this green hat thinking.
Six Thinking Hats is a powerful problem solving tool because it puts everyone in meetings on an equal playing field, keeps egos in check, depersonalizes criticism, and creates an open environment that encourages the unique contributions of each individual, even those who are typically more reserved.
Want to learn Six Thinking Hats?
Call 800.278.1292 or email info@deBonoConsulting.com.
Participants will learn a process that simplifies thinking by allowing them to deal with one aspect of a problem at a time. With Six Thinking Hats you’ll separate out the different aspects of thinking and focus as a team in parallel on the information known or needed (white hat), the benefits (yellow hat), then the risks (black hat), then feelings (red hat) about an issue, and so on. This process helps lay out all views of a problem side by side in parallel and then design a way forward. Six Thinking Hats also stimulates innovation using specific techniques to generate solutions to problems. We call this green hat thinking.
Six Thinking Hats is a powerful problem solving tool because it puts everyone in meetings on an equal playing field, keeps egos in check, depersonalizes criticism, and creates an open environment that encourages the unique contributions of each individual, even those who are typically more reserved.
Want to learn Six Thinking Hats?
Call 800.278.1292 or email info@deBonoConsulting.com.
Monday, October 30, 2006
Kemin Industries use of Six Thinking Hats
An article appeared in the Sunday paper of the Des Moines Register that discussed Kemin Industries' recent Six Thinking Hats training. Lifetime Master de Bono Trainer, Barbara Stennes, trained over 20 research and development employees at Kemin earlier this year.
Kemin is a global corporation that specializes in human health, food products, and animal and pet food ingredients. Kemin recently used Six Thinking Hats for two major research and development projects: one long-term project that took them in a completely different direction than they had planned, and one that involved a nutritional supplement being marketed in Europe. Six Thinking Hats allowed Kemin to lower production costs on the later project.
To read the full article, visit: http://desmoinesregister.com/apps/pbcs.dll/article?AID=/20061029/BUSINESS04/610290302/1033
Technorati Tags: Edward de Bono, Innovation, de Bono Thinking, de Bono courses, de Bono Consulting, six thinking hats, research and development
Kemin is a global corporation that specializes in human health, food products, and animal and pet food ingredients. Kemin recently used Six Thinking Hats for two major research and development projects: one long-term project that took them in a completely different direction than they had planned, and one that involved a nutritional supplement being marketed in Europe. Six Thinking Hats allowed Kemin to lower production costs on the later project.
To read the full article, visit: http://desmoinesregister.com/apps/pbcs.dll/article?AID=/20061029/BUSINESS04/610290302/1033
Technorati Tags: Edward de Bono, Innovation, de Bono Thinking, de Bono courses, de Bono Consulting, six thinking hats, research and development
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