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0 3 Lecture 3 Creativity II 1011 s1
0 3 Lecture 3 Creativity II 1011 s1
0 3 Lecture 3 Creativity II 1011 s1
Creative and Critical Thinking Lecture 3 Creative Thinking (II): Creative Problem Solving and Six Thinking Hats
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A matter of perspective
There is no absolute rightness or wrongness in your judgment.
But the same thing can mean differently if you change your viewpoint.
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The H and A are identical in shape. But we do not read them as TAE CHT or in any other way. The reason is that ordinary expectation is so strong that it influences us to see what we expect to see. Try not to see it as THE CAT. Can you do it? What do you experience?
Michael Michalko, Thinkertoys, p. 10
Sometimes when we break new grounds and try different paths, we will cause surprises and new discovery may be made.
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Why are they better? How do we perceive the situation before they are improved?
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More changes and innovations? What might be the assumptions that underlie these changes?
Two-sided Brushes? Handle for Infants?
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What problems do they address? How effective would these inventions be?
With flashes & songs? ?
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You are the engineer of this commercial building. In this 70storey building, there are 8 elevators. However, lately, the management of the building has received a lot of complaints from their tenants that the waiting time for elevators is too long and intolerable, especially during peak hours. You are quite surprised by the tenants complaints since the speed of the elevators is already at optimal as allowed by the most advance technology available. You are also very puzzled, since there is no way that you can add extra elevators to the building since everything is now constrained by the structure of the building. However, you are not handed down with this problem and you have to come up with a solution for the situation.
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(1) to establish the objectives, and (2) to determine what will constitute evidence that the problem has been solved.
(1) What did happen or will happen? (2) How did it or will it occur? (3) Why did it occur?
In this stage, we will be pondering about the factors that may affect the potential success of our solution. Creative techniques for generating strategies can help us develop many more solutions than we might come up with otherwise.
The operation of this stage will involve critical as well as creative thinking.
Source: James M. Higgins, 101 Creative Problem Solving Techniques, pp.20-26. 22
In this stage, we estimate the extent to which the actions we took have solved the problem. This is a stage that we anticipate and overcome obstacles. In this stage we also foresee further problems and new opportunities.
Source: James M. Higgins, 101 Creative Problem Solving Techniques, pp.20-26 23
Apply the CPS to the following example and examine the thought process that may have involved when the new product is introduced.
Case Study
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problem solving
developed by Edward de Bono
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What is a Hat?
A Hat indicates a role. When people start thinking along a certain role, they adopt a certain direction of thinking.
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The Six Thinking Hats are not used for describing categories of people. Rather, hats represent only modes of behaviour.
Every person must be able, and skilled to look in all the directions. Page 7
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Colours
They represent different Directions of Thought. They enable people to visualize and makes the imagining easier. When we change to a hat with a different colour, we adopt a different rule of thought.
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White Hat: Neutral and objective. It is about facts and figures. Red Hat: Anger, rage and emotion. It gives the emotional view. Black Hat: Somber and serious, careful and cautious. It points out the weakness in an idea. Yellow Hat: Sunny and optimistic. It covers hope and positive thinking.
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Functions
Green Hat: Grass, vegetation, abundant, fertile and growth. It indicates creativity and new ideas. Blue Hat: Cool. Colour of the sky. It is above everything. Control. Organization of the thinking process.
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White Hat:
With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyze past trends, and try to extrapolate from historical data.
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Using black hat thinking, look at all the bad points of the decision. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them.
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Black Hat: Black Hat thinking helps make your plans 'tougher' and more resilient. It can also help you spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance. This leaves them under-prepared for difficulties.
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Yellow Hat:
The yellow hat helps you think positively. It is the optimistic viewpoint that helps you see all the benefits of the decision and the value in it. Yellow Hat thinking helps you keep going when everything looks gloomy and difficult.
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Green Hat:
The Green Hat stands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here.
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Blue Hat:
In addition to making summaries and conclusions, the Blue Hat also stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, etc.
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Reference
James M. Higgins, 101 Creative Problem Solving Techniques, revised edition, US: New Management Pub. Co., 2005. Edward De Bono, Six Thinking Hats, 2nd edition, Penguin Books Ltd., 2000. Edward De Bono, Thinking course, BBC Worldwide limited, 2005. Edward De Bono, Lateral Thinking : Creativity Step by Step, London: HarperCollins, 1973.
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