Jul 13, 2021

Four Methodologies for Problem Solving

a) Bono's 6 Thinking Hats 

b) Walt Disney's method

c) Force field analysis

d) Problem solving team building 

Bono's 6 Thinking Hats 

       The six thinking hats is a method used to amplify creative conversations, by making sure that a broad variety of viewpoints and thinking styles are represented. Using six roles (or "hats"), the framework — developed by Dr. Edward de Bono — allows teams to more easily structure abstract thinking for productive results.

     You and your team members can learn how to separate thinking into six clear functions and roles. Each thinking role is identified with a colored symbolic “thinking hat.” By mentally wearing and switching “hats,” you can easily focus or redirect thoughts, the conversation, or the meeting.

HATOVERVIEWDescription
BLUE"The Big Picture" & Managing Think of the blue hat as the big picture thinker. They consider the process, agenda and time management above all else.
WHITE"Facts & Information"
The white hat is more about facts and figures. They might ask themselves, 'What data do I have on this?' and if the answer is none, 'How will I get it?'  
RED"Feelings & Emotions"The red hat relies more on feelings and intuition. They are in tune with the emotions of all involved and pay close attention to the 'gut' feeling.
BLACK"Negative"If the yellow hat had a counterpart, the black hat would be it. The black hat will be sure to point out any obstacles or weaknesses. Count on them to think about every way things could go wrong.  
YELLOW"Positive"You can trust the yellow hat to greet you with a smile. They'll tend to think about benefits and advantages, always thinking about the best-case scenario. 
GREEN"New Ideas"You can think of the green hat as the creative of the group. They will always want to explore new ways of doing things, and may point out the opposite viewpoint for a change.












Using Six Thinking Hats, you and your team will learn how to use a disciplined process which will…
  • Maximize productive collaboration and minimize counterproductive interaction/behavior
  • Consider issues, problems, decisions, and opportunities systematically
  • Use Parallel Thinking as a group or team to generate more, better ideas and solutions
  • Make meetings much shorter and more productive
  • Reduce conflict among team members or meeting participants
  • Stimulate innovation by generating more and better ideas quickly
  • Create dynamic, results oriented meetings that make people want to participate
  • Go beyond the obvious to discover effective alternate solutions
  • Spot opportunities where others see only problems
  • Think clearly and objectively
  • View problems from new and unusual angles
  • Make thorough evaluations
  • See all sides of a situation
  • Keep egos and “turf protection” in check
  • Achieve significant and meaningful results in a less time

Significant Applications for the Parallel Thinking Process of Six Thinking Hats

    • Leadership Development
    • Team Productivity, Alignment and Communication
    • Creative and innovative thinking
    • Meeting leadership and decision making
    • Product and Process Improvement, and Project Management
    • Critical, Analytical Thinking and Problem-Solving
    • Organizational Change/Performance
    • Wherever High Performance Thinking and Action is needed

Walt Disney's method

Spectator  : 



Problem solving team building 

Our final method is Problem solving team building, or PSTB for short. The success of the PSTB depends upon clearly defined roles and responsibilities. The three roles are: the problem owner, the problem facilitator and the team. The result is a prioritised list of ideas and solutions with consensus from the group. 

PSTB ground rules:

No idea is a bad idea
Be open-minded
Listen as well as contribute
One person speaks at a time
Be ready to participate actively
Always remember who owns the problem
Roles and responsibilities should be maintained throughout – owner, facilitator, team

THE OWNER
 
The owner identifies the problem, provides relevant background information and is the ultimate decision-maker. 

THE FACILITATOR
 
The facilitator is focused on getting through the process. They keep the meeting on track, promote creativity and record the output.

THE TEAM
 
The rest of the group will create the team. They will contribute their ideas and expertise, while following the process to help attain the goal.