Hat Workshop

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Information about Hat Workshop
Business & Mgmt

Published on March 14, 2009

Author: Anton_B

Source: slideshare.net


A workshop that is meant to clarifying an organizations goal. By build ownership across the team members defining the accurate objectives to reach the dedicated goals. By using de Bonos Six Thinking Hats you will manage to steer your members to a lateral thinking. Some team building exercises and icebreakers exercises that can help build a good judgment across the teams and helping them to find the team in teamwork.

How to generate clarity, direction & commitment to organizational Goals Hat Workshop

The difference between brilliant and mediocre teams isn’t so much in their collective mental capacity, but in how well they can tap into their collective wisdom and how well they function together.

Why? Building ownership across the organization When an organization sets out new goals and directions it is crucial that their members fully understand the scope and consequences of the new goals. The better the staff understands and takes ownership of the new goals, the faster the organization can reach them.

How? Lateral thinking Working and thinking as a unit The workshop purpose is to build ownership on the group follows De Bonos six the objectives and actions, the staff is not just told to do but are creating their own tasks and area of thinking hat system. responsibility. By developing the objectives and actions for themselves the staff also tailored them to The six thinking hats guides you to make better their knowledge and interests to execute them more decisions by forcing you to move outside your habitual efficiently. ways of thinking. As such, it helps you understand the full complexity of the decision, and spot issues and opportunities to which you might otherwise be blind. When we think in the “normal way”, we try to do too much at once. We may be looking at the information, forming ideas, and judging someone else’s ideas all at the same time. The Six Hats method allows us to unbundle thinking. Instead of trying to do everything at once, we separate out the different aspects of thinking. This way we can pay full attention to each aspect in turn.

What? Clarity, Direction & Commitment The workshop should in the end have resulted in: • Clarity of the goal. • Initiate cross function collaboration. • 3 objectives. • Defined actions to the objectives. • Delegated actions to business units, work groups or members. • Generate commitment and dedication to the actions, objectives and goal. Some questions that should be answered throughout the workshop. • What does this goal mean for us? • Where will the goal take us? • What will the consequences be?

Process The workshop process goes through four main to identify the most reasonable solution. This mix of activities based on the double diamond design diverging to converging thinking provides a framework process. Starting with diverging and open up to new to open up the dialogue to new alternatives and to possibilities to converging narrowing down options break old patterns. Discover: Diverging Define: Converging Develop: Diverging Deliver: Information gathering and Organizing information Generating actions for the Converging creating objectives. and select the objectives. objectives. Creating action plan and delegate owners for the objectives.

Workshop steps The thinking hats sequence can be changed depending on what the process or meeting is target towards. This time we have chosen to use the hats in the following ordered. Step 1: White Hat; facts, figures and information. Step 5. Black hat; Critical thinking. (Objective) (Objective) Why would the objectives not work? Criticism, judgment Gathering and sharing of information known or needed, and negative aspects of the objectives. facts and figures related to directly or indirectly to the organizations goal. Step 6. Yellow hat; Positive thinking. (Objective) Step 2. Red Hat; Intuition and emotions. (Subjective) Positive aspects of why the objectives will work to reach the goal. What intuition, hunches, opinion and emotion does the group have to the situation? Create forecasts of the Step 7. Green hat; Creativity and alternatives. organizations future and identifying links between the (speculative/creative) trends, patterns and forces to the organizations goal. What are the possibilities, alternatives, new ideas Step 3. Green hat; Creativity and alternatives. and approaches that can lead us to the objectives? (speculative/creative) Generating actions to the objectives. What are the possibilities, alternatives, new ideas and Step 8. Blue hat; Overview process control. (overview) approaches that can lead us to the goal? This step is to generating objectives to the goals Selection of the actions. Step 4. Blue hat; Overview process control. (Overview) Step 9. Presentation Selection of tree objectives. Step 10. Follow up

Rules & Guideline White Hat; facts, figures and information - No idea too stupid. Current - Watch the clock. Read Hat; Intuition and emotions - Record your progress. - Quantity not quality. Grean hat; Creativety and alternitives - Use both sides of your brain. - Encourage the right mindset & have fun. Blue hat; Overview process control - Let no good idea go unheard. Black hat; Critical thinking - Build on ideas. - Weird, wild, wacky and off the wall, Yelow hat; Posetive thinking ideas are welcome. the workshop. 3 2 1 Tools-The Hat matrix Actions The matrix is specially developed for this Opportunities team to organize the information in step 5-7 of Start by type the organizations goal in the orange field workshop and a tool that will help you and your Information & Facts goals. Objectives Business goal; ................................ Future group that is attending the workshop each group can on the matrix. Each team should focus on one goal so focus on the organizations different long and short term the workshop become focus. If you have more than one

Tools-The decision matrix The decision matrix is a tool that can be used to help you and your team to decide what to focus on. By evaluate the level of The decision matrix importance and feasibility you post one post-it in 1 2 3 4 5 each square. The matrix helps the team to look YOUR DESIGN MUST ADDRESS THESE upon the different alternatives more objectively 5 and place them in proximity of each other. FOCUS Be alert of the bias the team may have to the alternatives before placing them on the matrix. 4 IMPORTANCE YOUR DESIGN SHULD ACCOMODATE THESE 3 CONSIDER 2 UNWISE USE OF TIME NEGLECT TO ADDRESS THESE 1 FEASIBILITY / VIABILITY

Step 1 White hat – Facts & Information (objective) Goal: • Spread the known facts and information in the group. Task: Put up articles, post-its notes and other facts that have direct or indirect consequences to the organization. Display them on a big wall and try to identify links and patterns in the information. Time: 30 min Try to stick with the white hat and just state facts and information. It is good to assign a group leader that can manage the team through the steps. TIP Let the attendee know about this task so that they can gather and prepare some relevant facts.

Step 2 Red hat – Feelings & Emotions (subjective) Goal: • Identify trends, patterns, and forces. • Create projections on future headlines. Task: Use the red post-its to identify links, hunches, intuition, patterns and forces on facts and information posted on the wall. Don’t hesitate to express opinion, emotion or feelings. Use different covers from various magazines and construct your own future headlines. Time: 30 min Nothing is wrong, so don’t hesitate to express any thought, even the smallest or silliest connection can trigger great ideas. TIP Use strings or yarn to visualize and stretch the links.

Step 3 Green hat – Alternatives & creativity (speculative/creative) Goal: • Create objectives to the goals Task: While looking at all the information, facts, forces, trends and future scenarios what can be done to reach goal. Generate objectives that will help the organization to reach their goal. Focuses on creativity, “everything goes” what is the possibilities, is there alternatives what new ideas and approaches can we figure out to reach our goals. What can be done if we would cross-pollinate business units or teams? Time: 30 min The green hat is speculative and creative phase where no devil’s advocate should be present, be creative and build on each other’s ideas. Think quantity not quality. TIP

Step 4 Blue hat – The Big Picture (Overview) Goal: • Select the three most relevant objectives. Task: Look up on your wall of information and discuss which three objectives will be the most reasonable to reach the goals with the help of the decision matrix. When you have chosen the objectives, transfer the related information, projections and opportunities (white and red). Time: 30 min Try to be as objective as possible when looking on all the information and the objectives while using the matrix. TIP Try to avoid individual voting and use the matrix to spark a dialog.

The decision matrix To facilitate the process use the matrix to decide which objectives to choose. The decision matrix Evaluate the level of importance and 1 2 3 4 5 feasibility of the objectives before posting one in each square. Use the three YOUR DESIGN MUST ADDRESS THESE objectives that get rated highest and 5 transfer them to the worksheet. FOCUS 4 IMPORTANCE YOUR DESIGN SHULD ACCOMODATE THESE 3 CONSIDER 2 UNWISE USE OF TIME NEGLECT TO ADDRESS THESE 1 FEASIBILITY / VIABILITY

Step 5 Black hat – Critical Judgement (objective) Goal: • Identify threats that can jeopardize the objectives. Task: Discuss what factors could jeopardize the objectives and the goal. What can go wrong, what are the negative aspects of the objectives? How can the objective take the organization further away from the goals? Time: 30 min By blocking and questioning your decision you will fully grasp the objectives, but stay objective and be aware of your bias. TIP Build on each other’s thoughts.

Step 6 Yellow hat – Positive Judgement Goal: • Identify the positive aspects of the objectives. Task: Discuss in the group the positive aspects of the objectives and why they will work and how they will get you closer to the goal. Time: 30 min The black hat is over, now it’s time to see the positive side to the objectives. TIP Build on each other’s ideas; see the opportunities and positive consequences.

Step 7 Green hat – Alternatives & creativity (speculative/creative) Goal: • Action to the objectives Task: Generate possible actions that can lead up to the objectives. focusing on creativity, “everything goes” what is the possibilities, is there alternatives what new ideas and approaches can we figure out to reach our goals. Time: 30 min The green hat is speculative and creative phase where no devil’s advocate should be present, be creative and build on each other’s ideas. TIP Think quantity not quality.

Step 8 Blue hat – The Big Picture (overview) Goal: • Create action plan for the objectives. Task: Look up on your worksheet of information and discuss which actions will be the most reasonable to reach the objectives. Time: 30 min It will facilitate future work if you delegate the actions to units, work groups or individuals to take responsibility for the actions. TIP Use the decision matrix to objectively look upon the actions to select.

Step 9 Presentation Spend a few minutes to summarize your content before presenting it to the other groups. Share and discuss the findings, insights, bias and difficulties of the workshop. There could be many different ways of presenting your groups conclusions. • Statement of the context, objectives, actions and who could be responsible for them. • Role-play where you act out the outcome. • Magazine headlines and its story. • Future sample of the board of directors meeting agenda.

Step 10 Follow up The most crucial step after the workshop is to build a team that has dedication, time, power, knowledge and resources to manage the objectives and actions. Good luck !

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