#sixthinkinghats

[jobmainterview]

How HR Leaders Can Use the Six Thinking Hats Approach | Smarter HR Strategy & Talent Decisions

Making HR decisions isn’t always easy, especially when you’re juggling endless ideas in meetings. But what if you could wear a different hat and see the situation from every angle?

The Six Thinking Hat method encourages you to “wear” different hats and look at a problem from every angle:

🟡 Yellow Hat - Highlight benefits and opportunities. 🟢 Green Hat - Get creative and explore new possibilities. 🔴 Red Hat - Tune into emotions and instincts. ⚪ White Hat - Rely on data and facts. ⚫ Black Hat - Identify potential risks and challenges. 🔵 Blue Hat - Keep everything structured and on track.

Whether you’re tackling recruitment, employee engagement, or organizational change, this framework helps HR leaders and professionals consider diverse perspectives before making a decision. The result? Smarter strategies, reduced bias, and greater confidence in your choices.

Watch now to learn how the Six Thinking Hats can transform the way you approach HR strategy. Don’t forget to like, comment, and subscribe for more workplace insights!

[romdesigncompany]

“Wearing different hats means I have to constantly change the way I look and the way I feel. All of this have made my life much more interesting and made me feel alive.” — @winsbavat ROM DESIGN directed and created new work using film photography as a medium of expression. Inspired by the book 'Six Thinking Hats’, the work tells a story of a protagonist who has to go through different roles and characters given by different hats that he has to wear. #sixthinkinghats #winsbavat #brandingtodayfortomorrow #ROMDESIGN https://www.instagram.com/p/Cpg9_0cLzoI/?igshid=NGJjMDIxMWI=

[romdesigncompany]

“หมวกทำให้ผมเดินทางผ่านประสบการณ์อารมณ์และความรู้สึกใหม่ๆ ในโลกที่ทุกสิ่งสามารถเป็นไปได้ มันเป็นช่วงเวลาที่วิเศษมากๆ ทำให้ผมตกหลุมรักในการแสดงผ่านอาชีพนายแบบของผม" — @winsbavat ROM DESIGN กำกับและสร้างสรรค์ผลงานใหม่โดยใช้การถ่ายภาพด้วยฟิล์มเป็นสื่อในการแสดงออก ผลงานที่ได้รับแรงบันดาลใจจากหนังสือ 'Six Thinking Hats' บอกเล่าเรื่องราวของตัวเอกที่ต้องผ่านบทบาทและตัวละครต่างๆ ที่ได้รับจากหมวกแบบต่างๆที่เขาต้องสวม ROM DESIGN directed and created new work using film photography as a medium of expression. Inspired by the book 'Six Thinking Hats’, the work tells a story of a protagonist who has to go through different roles and characters given by different hats that he has to wear. #sixthinkinghats #winsbavat #brandingtodayfortomorrow #ROMDESIGN https://www.instagram.com/p/CpM9tZIrJxN/?igshid=NGJjMDIxMWI=

[romdesigncompany]

“หมวกทำให้ผมเดินทางผ่านประสบการณ์อารมณ์และความรู้สึกใหม่ๆ ในโลกที่ทุกสิ่งสามารถเป็นไปได้ มันเป็นช่วงเวลาที่วิเศษมากๆ ทำให้ผมตกหลุมรักในการแสดงผ่านอาชีพนายแบบของผม" — @winsbavat ROM DESIGN กำกับและสร้างสรรค์ผลงานใหม่โดยใช้การถ่ายภาพด้วยฟิล์มเป็นสื่อในการแสดงออก ผลงานที่ได้รับแรงบันดาลใจจากหนังสือ 'Six Thinking Hats' บอกเล่าเรื่องราวของตัวเอกที่ต้องผ่านบทบาทและตัวละครต่างๆ ที่ได้รับจากหมวกแบบต่างๆที่เขาต้องสวม ROM DESIGN directed and created new work using film photography as a medium of expression. Inspired by the book 'Six Thinking Hats’, the work tells a story of a protagonist who has to go through different roles and characters given by different hats that he has to wear. #sixthinkinghats #brandingtodayfortomorrow #ROMDESIGN https://www.instagram.com/p/CpJzaKuL51P/?igshid=NGJjMDIxMWI=

[onyv]

✔️ADVANCED DESIGN LAB///////WEEK 7///////DISCOVER EMOTIONS

The importance of emotions to achieve a fully integrated outcome and create empathy with our potential users.he importance of emotions to achieve a fully integrated outcome and create empathy with our potential users.

Откриване на значението на емоционалното измерение в нашите проекти. Donald Norman, когнитивен инженер и признат с книгите си „Дизайн на ежедневните неща“/ ‘Design of everyday things’ и „Емоционален дизайн“ /‘Emotional Design’ казва, че всичко, което правим, има както когнитивен, така и емоционален компонент – когнитивен за усвояване значение и афективност за придаване на стойност. Съответно, емоциите играят съществена роля в способността на човека да разбира света и в начина, по който научаваме нови неща. Например: естетически приятните обекти изглеждат на потребителя по-ефективни по силата на тяхната привлекателност. Това се дължи на емпатията, която потребителите изпитват към обект, който им харесва, поради нарастването на емоционалната връзка с обекта. Дизайнът е предизвикателство чрез радикална промяна на значенията и ценностите. Продукти като прочутия сочен салиф/juicy salif , който Philip Starck нарисува върху салфетка през 90-те години, бяха иновации, движени от дизайна - никой не е дошъл с пазарно проучване, предполагащо, че ще има успех, но това наистина създаде огромен пазар. Какво стана?

Philippe Starck's Juicy Salif citrus reamer (1990), an icon of industrial design (??)

Norman показва, че дизайнът на повечето обекти се възприема на три нива: *висцерално/Visceral (дълбоко интуитивно, отнасящо се до вътрешностите); поведенческо/behavioral и отразяващо/reflective:

Висцералното ниво, където се правят бързи преценки – това е началото на афективната обработка. На висцерално ниво това, което остава, са физическите характеристики, видът, усещането и звукът доминират. Тук чистотата, добрата графика и красотата играят роля. Накарайте дръжката на камерата да се чувства твърда и изнесе приятен звук, докато прави снимки.

Поведенческо ниво, което отговаря за всичко, което контролира ежедневното поведение – тази част не е съзнателна. Ето защо можем да караме автомобила си, докато мислим за нещо друго. На поведенческо ниво представянето е основната грижа на дизайна. Функцията е на първо място. Дори ако единствената функция е да изглежда добре, ще бъде по-добре да успее в това. Първият поведенчески тест, който продуктът трябва да премине, е да задоволи нуждите на потребителите. След функцията идва разбирането, ако не можете да разберете даден продукт, не можете да го използвате. Физическите обекти имат тегловна текстура и повърхност. Дизайнерският термин за това е осезаемост. Въпреки това много високотехнологични продукти преминаха от реални физически контроли и продукти към такива, които се намират на компютърни екрани, за да се управляват чрез докосване на екрана или манипулиране на физически обект, изчезна, а с него и чувството за контрол. Но физическото усещане има значение. Добрият поведенчески дизайн трябва да бъде основна част от процеса на проектиране от самото начало, той не може да бъде възприет, след като продуктът е завършен. Неговото проучване започва с разбиране на нуждите на потребителя, идеално получени чрез провеждане на проучвания на подходящо поведение в домове, болници, работни места или навсякъде, където продуктът действително ще се използва. След това дизайнерският екип произвежда бързи бързи прототипи за тестване с потенциални потребители. Прототипи, чието изграждане отнема часове (не дни), за да се изгради и след това да се тества. Дори картонените решения работят.

И накрая нивото на отразяване, съзерцателна част от нашия мозък. Дизайнът на отразяващо ниво е свързан с послание, култура и значение на обекта или неговата употреба. Има рефлективна наслада да покажем потенциала на нашата нова джаджа и да обясним как работи и трудностите при работа с нея… Когато проектирате, рефлективната стойност надделява над поведенческите предизвикателства.

Като синтез на урока ни тази седмица - една препоръка – добрият дизайн трябва да обхваща всички тези три емоционални нива! Шестте мислещи шапки/The six thinking hats/ е метод, който се състои в организиране на идеи според определена емоционална перспектива. Създадени от Eduard de Bono, шестте мислещи шапки включват :

🟢🎩Зелена шапка е за творчески неща, които ни дават алтернативи;

⚪️🎩Бяла шапка – за фокусиране върху наличните данни;

🔵🎩Синята шапка – за цялостен поглед върху темата;

🔴🎩Червена шапка – до инстинктивна реакция и емоция;

🟡🎩Жълта шапка – за оптимистични и ясни, ефективни и градивни гледни точки;

⚫️🎩Черната шапка – за да наблюдавате неща, които може да не работят.

TASK : Можете също да направите това упражнение с някои от вашите ранни скици и идеи за вашия проект.

Така че задачата тази седмица е: чрез избиране на снимки от нашите колективни визуални изследвания и ранните скици на вашия проект и вашата собствена визуална база данни, изградете мисловна карта с подхода на шестте мислещи шапки на Едуард де Боно. Направете преглед на спринта си и планирайте следващия спринт.

Organize anything, together. Trello is a collaboration tool that organizes your projects into boards. In one glance, know what's being worke

[iftirar]

Jurnal Hexagonia-13

Saat menulis ini, aku sedang mendorong trolley belanja di Supermarket Yogya. Ponsel di tangan kanan, trolley di kanan kiri, Muhammad di dalam trolley, pun belanjaan. What a busy! No, I don’t want to be busy, just be productive, hehe.

Pekan ini, Hexagonia masih berkutat di Growth Zone. Namun, kali ini kami mendapat materi yang berbeda: Six Thinking Hats. Rasa-rasanya aku ingat materi ini pernah disampaikan oleh Mba Vasthi saat mengambil materi Creative Thinking semasa kuliah dulu. Dan tugasnya pun juga sama. Menggunakan creative hats ini dalam project passion yang dibuat. Oh, so nostalgic! Miss being a college stu again!

Intinya, ada enam warna topi yang mengasah pemikiran kita: biru, putih, hijau, kuning, hitam dan merah. Masing-masing warna topi memiliki karakteristiknya masing-masing. Gagasan ini dipopulerkan oleh Edward de Bono di tahun 1985. Topi putih misalnya, sama seperti warnanya yang bersifat netral, hanya menyediakan fakta dan data. Topi merah untuk melihat kegiatan secara emosi atau intuisi, atau topi hijau untuk mewakili sisi kreatif. Saya lupa bentuk persis tugasnya seperti apa di masa kuliah dulu, yang jelas saya juga suka dengan materi ini.

Untuk mengerjakan tugas ini, co-housing kami melakukan zoom meeting. Kami mengidentifikasi segala fakta, masalah, emosi, kegelisahan, serta obrolan seputar Hexagon City. Ritme jurnal memang agak sedikit meredup tapi bukan berarti menutup. Semangat kami tentu saja tetap membara! Setelah lebih dari satu jam membahas tentang isi dari topi-topi ini, kami bertanya satu sama lain apakah akan istirahat sejenak atau lanjut ke Bunda Shalehah? Hmm.. Akupun masih ragu. Bunda Shalehah terdengar menantang dan aku suka tantangan. Tapi, aku agak sedikit takut jika jadwal berantakan. Apalagi setelah protes suami dan anak-anak kemarin, aku mulai mengurangi kegiatanku di depan laptop. Atau mungkin aku harus istikharah dulu, untuk menemukan pilihanku selanjutnya.

[aknoife]

Task 2: De Bono’s Six Thinking Hats Applied.

Regarding our project of solving the issue of traffic in Cape Town, Manon, Tia and I utilized de Bono’s Six thinking hats method and came to the conclusion that improved train systems were the solution, however, the process seemed scattered at first. This was due to it being our first time utilizing the method. The process was interesting, we found that the blue hat made us apprehensive as we weren’t proficient in this way of planning, yet once we truly indulged ourselves in the blueness of our hat we managed to find a decent procedure.The colour process we selected was blue, white, green, black, yellow and lastly red : the most misbehaved of the hats was red, red because we had little idea of how it would benefit our solving of the issue given. However that does not mean it would be a troublesome hat for future projects, just specifically regarding this one we felt it was irrelevant. The most thrilling hat was green, as no judgment was thrown, liberating us to blurt out whatever we felt and giving us the ability to bounce off from one idea to the other, until of course the black hat came along.Although the black hat seems pessimistic it was the most beneficial of all as we could really scrutinize the issues and disregard ones that were irrelevant, we did discover that we needed to jump back to the black hat every now and then as we found problems as we went along - therefore it creating a complication concerning us to revert our attention back and forth. Overall De Bono’s process was fun and will without a doubt make the working environment easier as we did not experience any conflicts due to thinking on similar terms, therefore we operated better as a team speeding up the process by finding it easier to agree amongst one another.

[digimarkkinoija]

Uuden innovointi

Innovointi pitäisi olla nyt jokaisen agendalla. Digitalisaatio ja globalisaatio kiihdyttää kilpailua ja muovaa asiakkaiden ja potentiaalisten asiakkaiden ostokäyttäytymistä. Tämä tarkoittaa sitä, että yritysten tulisi löytää asiakkaat uudella tavalla ja voittaa heidät puoleensa eri keinoin. Mutta miten? 

Nyt innovoidaan! 

Näin pääset liikkeelle innovoinnissa: 

 1) Kartoita lähtötilanne:

Jos et ole aiemmin kuvannut yrityksesi asiakassegmenttiä ja tarkemmin ostajapersoonia, aloita näistä. Netistä löytyy valmiita pohjia, joita voi käyttää kuvatessaan potentiaalista ostajaa.  Mieti minkälaista asiakassegmenttiä ostajapersoona kuvaa? Minkälaisia demografisia tekijöitä voidaan tunnistaa, entäs minkälaisia “pehmeitä” muuttujia esim. arvoja ja elämäntyyliä. Haastattele asiakasta tai potentiaalista asiakasta. Kuuntele ja esitä avoimia kysymyksiä. Selvitä minkälainen on tämänhetkinen käyttäjäkokemus? Voit myös itse kokeilla mysteerishoppaajan roolia: osta tai asioi oman yrityksesi kanssa jos vain mahdollista. Mikä meni hyvin ja mitä olisi voinut kehittää? Lähtötilanteen kartoitus on erittäin tärkeä ja sen avulla saadaan hyvä alku uuden innovoinnille.

2) Ideointi:

Kun lähtötilanteen tiedot on hankittu, voidaan aloittaa hauskin osa eli ideointi. Tähän kannattaa ottaa mukaan useamman yksikön tai osaston edustaja tai asiantuntija mukaan. Aloitetaan ideointi käymällä lähtötilanne läpi kaikkien osallistujien kanssa. Ideonnissa sana on vapaa ja ideoinnin onnistumiseen vetämiseen tarvitaan hyvä fasilitoija. Tässä vaiheessa on hyvä tutustua ideoinnin eri työkaluihin kuten aivoriiheen (Brainstormingia), jossa ajatuksia heitetään ilmoille ja fasilitaattori kirjaa ne kaikki esim. post-it lapuille tai Lotus Blossom - menetelmään, joka toimii myös hyvänä työkaluna. Keinoja on monia: pääasia on, että ideoita syntyy ja kaikki osallistujat saavat äänensä kuuluviin. Siksi fasilitaattorin rooli on tärkeä. Fasilitoinnin kolme tärkeintä tehtävää ovat kysymysten esittäminen, osallistaminen ja ryhmätyön dokumentointi. Fasilitaattorin asenteella on myös erittäin tärkeä merkitys ja hänen pitää osata kuunnella kaikkia ryhmänjäseniä. Kun ideat ovat syntyneet ja ne on dokumentointu, aloitetaan pisteytys eli idean valinta.

3) Idean valinta:

Kun uusia ideoita syntyy paljon, tarvitaan uusi työkalu pakista, jolla voidaan lähteä valitsemaan yhteistoimin toteuttevaa ideaa. 

Ideoiden pisteytys toimii loistavasti. Pisteytyksen ensimmäisessä vaiheessa kukin työryhmän jäsen saa valita omat viisi suosikkiaan ja antaa niille pisteet 1-5 pistettä. Suosikille siis 5 pistettä, toiseksi mielyttävämmälle idealle 4 pistettä jne. Lopuksi osallistujien antamat pisteet lasketaan yhteen ja listataan kolme kärki-ideaa. Nämä kolme ideaa otetaan mukaan Six Thinking Hats - työpajaan.

Six Thinking Hats -menetelmä on Edward de Bonon kehittämä menetelmä, jossa ajatteluhattujen eri värit edustavat eri tapoja käsitellä edessä olevaa ideaa ja niiden avulla on helppoa tarkastella ja keskustella eri näkökulmista. Olen itse fasilitoinnut työpajan käyttäen tätä menetelmää ja voin suositella sitä lämpimästi. Tämän työpajan tavoitteena oli käsitellä kaikkia kolmea ideaa, joista tulisi lopuksi valita yksi, jota lähdettäisiin jatkotyöstämään. On siis tärkeää suunnitella missä järjestyksessä hattuja käytettäisiin ja miten päästäisiin asetettuun tavoitteeseen. Blogitekstin alla löytyy kuva omasta Six Thinking Hats työpajasta ja sen agendasta.

4) Jatkotoimenpiteet ja suunnitelma:

Tässä vaiheessa ollaan jo valittu idea, jota lähdetään edistämään. Kyseessä voi siis olla kokonaan uusi palvelu tai tuote taikka jokin muu asia tai toimenpide, jolla lähdetään kehittämään yrityksen toimintaa.  Nyt tarvitaan siis sitoutuminen kaikilta sidosryhmiltä ja aloitetaan tarkempi suunnittelu. Kuka tekee mitä ja mihin mennessä? Miten tuloksia seurataan? Aloitetaanko ensin kevyellä, aikaan sidotulla pilotoinnilla tai toisin sanotulla POC:lla (Proof of Conceptilla). Idea muuttuu innovaatioksi vasta sitten kun uusi idea on viety käytäntöön.

Älä pelkää - innovointi vaatii rohkeutta, mutta tuottaa herkullista hedelmää.

Alla kuva ajatteluhatuista ja esimerkki työpajan agendasta: