Colégio de São Teotónio

Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin
Dossier Psicologia
Edward de Bono

Índice:

Sobre Edward de Bono (Quem é?);

Bibliografia de Edward de Bono;
“Os seis chapéus do pensamento” (six thinking hats);
Imagem explicativa (1), (2);

“Os seis chapéus do pensamento” (six thinking hats),

exploração de diferentes perspectivas;
O pensamento lateral (lateral thinking);
O pensamento paralelo (parallel thinking);
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin

Sobre Edward de Bono (Quem é?)

Link: http://www.edwarddebono.com/about.htm

“Edward de Bono is regarded by many as the leading authority in the field of

creative thinking, innovation and the direct teaching of thinking as a skill. He is
equally renowned for his development of the Six Thinking Hats® technique and the
Direct Attention Thinking Tools™ (D.A.T.T.™) framework.

Edward de Bono is the originator of the concept - and formal tools - of Lateral
Thinking, which is now a part of language enjoying an entry in the Oxford
Dictionary.

Dr. de Bono was born in Malta. He was a Rhodes Scholar at Oxford, holds an M.A.
in psychology and physiology from Oxford, a D. Phil in Medicine, a Ph.D. from
Cambridge, a D. Des (Doctor of Design) from the Royal Melbourne Institute of
Technology; an LL.D. from Dundee. He holds professorships at the Universities of
Malta, Pretoria, Dublin City University, and the University of Central England. The
New Univeristy of Advancing Technology in Phoenix, Arizona appointed Dr. de Bono
Da Vinci Professor of Thinking in May 2005.

His techniques and work focus on improving the elements that constitute a
perception and the formal design and application of the frameworks required
towards innovative and creative action. One may easily say that all the recent (past
thirty years) focus on thinking, on creativity, on innovation, on frameworks beyond
'x-storming' etc has taken its lead from Edward de Bono's work.

Whereas Rene Descartes propounded "cogito ergo sum' (I think therefore I am),
Edward de Bono proposes 'ago ergo erigo' (I act therefore I construct/
act). It is not enough to sit, (talk) and think: Action, together with an intentional
design of the thought process, is required to constructively advance towards results
and change.

He has written 70 book with translations into 40 languages and has been invited to
lecture in 58 countries.

His methods are now mandatory on the school curriculum in many countries and
widely used in others. These countries include Australia, New Zealand, Canada,
Argentina, U.K., Italy, United Arab Emirates, Ireland, Spain, Portugal, The Baltic
States, Sweden, Denmark, Norway, Singapore, Malaysia, India, China, U.S.A.,
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin
Russia. It is compulsory in all schools in Venezuela. In Malta there is a model show-
case for the de Bono Thinking Tools within the national Education Department.

The appeal of Dr. de Bono's work is its simplicity and practicality. It can be used by
four year olds and by senior executives; by Down Syndrome youngsters and Nobel
Laureates.

His instruction in thinking has been sought by many organisations: Boeing, BT

(UK), Nokia (Finland), Mondadori (Italy), Sanofi (France), Rolex (Switzerland), Total
(France), Siemens (Germany), 3M (Germany), Ericsson (Sweden), NTT (Japan),
GM, Kraft (Switzerland), Nestle (Switzerland), Bouygues Construction (France),
Bosch (Germany), Goldman Sachs, Ernst & Young and many others.

Dr. de Bono acts as advisor to various Governments, cities, regional Governments

and global organisations dealing on a macro level with diverse topics including
economy, unemployment, social policy, recidivism, pensions, health care, finance,
transportation, education, conflict resolution, judicial processes, foresight scenario
design etc.

Dr. de Bono was the Chairman of the Council of Young Enterprise Europe which had
a membership of 1,500,000 youngsters across Europe, Israel and Russia who set
up mini-businesses whilst at school.

Dr. de Bono established the World Centre for New Thinking which acts as a
platform and channel to make visible New Thinking from any source. Democracies
and representative organisations, due to their nature, cannot put forward new
ideas. By definition "new ideas" are not representative of existing thinking. They
are therefore high risk. Such organisations may be perfectly capable of having new
ideas but cannot risk putting them forward. The specific function of the World
Centre is to focus directly on new ideas and new possibilities: "hypothesis
development." ”
Bibliografia de Edward de Bono
Link:
http://www.edwarddebono.com/Products.php
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin

“Os seis chapéus do pensamento” (six thinking

hats)
Link:
http://www.mindtools.com/pages/article/newTED
_07.htm

Six Thinking Hats

Looking at a Decision from All Points of View

"Six Thinking Hats" is a powerful technique that helps you look at important decisions
from a number of different perspectives. It helps you make better decisions by pushing
you to move outside your habitual ways of thinking. As such, it helps you understand
the full complexity of a decision, and spot issues and opportunities which you might
otherwise not notice.

Many successful people think from a very rational, positive viewpoint, and this is part
of the reason that they are successful. Often, though, they may fail to look at problems
from emotional, intuitive, creative or negative viewpoints. This can mean that they
underestimate resistance to change, don't make creative leaps, and fail to make essential
contingency plans.

Similarly, pessimists may be excessively defensive, and people used to a very logical
approach to problem solving may fail to engage their creativity or listen to their
intuition.

If you look at a problem using the Six Thinking Hats technique, then you'll use all of
these approaches to develop your best solution. Your decisions and plans will mix
ambition, skill in execution, sensitivity, creativity and good contingency planning.
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin
This tool was created by Edward de Bono in his book "6 Thinking Hats".

How to Use the Tool:

To use Six Thinking Hats to improve the quality of your decision-making, look at the
decision "wearing" each of the thinking hats in turn.

Each "Thinking Hat" is a different style of thinking. These are explained below:

• 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.
• Red Hat:
Wearing the red hat, you look at the decision using intuition, gut reaction, and
emotion. Also try to think how other people will react emotionally, and try to
understand the intuitive responses of people who do not fully know your
reasoning.
• Black Hat:
When using black hat thinking, look at things pessimistically, cautiously and
defensively. Try to see why ideas and approaches might not work. This is important
because it highlights the weak points in a plan or course of action. It allows you to
eliminate them, alter your approach, or prepare contingency plans to counter
problems that arise.

Black Hat thinking helps to make your plans tougher and more resilient. It can
also help you to 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, leaving them under-prepared for difficulties.

• Yellow Hat:
The yellow hat helps you to think positively. It is the optimistic viewpoint that helps
you to see all the benefits of the decision and the value in it, and spot the
opportunities that arise from it. Yellow Hat thinking helps you to keep going when
everything looks gloomy and difficult.

• 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.
• Blue Hat:
The Blue Hat 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, and so on.
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin
You can use Six Thinking Hats in meetings or on your own. In meetings it has the
benefit of defusing the disagreements that can happen when people with different
thinking styles discuss the same problem.

A similar approach is to look at problems from the point of view of different

professionals (e.g. doctors, architects, sales directors) or different customers.

Example:
The directors of a property company are looking at whether they should construct a new
office building. The economy is doing well, and the amount of vacant office space is
reducing sharply. As part of their decision they decide to use the 6 Thinking Hats
technique during a planning meeting.

Looking at the problem with the White Hat, they analyze the data they have. They
examine the trend in vacant office space, which shows a sharp reduction. They
anticipate that by the time the office block would be completed, that there will be a
severe shortage of office space. Current government projections show steady economic
growth for at least the construction period.

With Red Hat thinking, some of the directors think the proposed building looks quite
ugly. While it would be highly cost-effective, they worry that people would not like to
work in it.

When they think with the Black Hat, they worry that government projections may be
wrong. The economy may be about to enter a 'cyclical downturn', in which case the
office building may be empty for a long time.

If the building is not attractive, then companies will choose to work in another better-
looking building at the same rent.

With the Yellow Hat, however, if the economy holds up and their projections are
correct, the company stands to make a great deal of money.

If they are lucky, maybe they could sell the building before the next downturn, or rent to
tenants on long-term leases that will last through any recession.

With Green Hat thinking they consider whether they should change the design to make
the building more pleasant. Perhaps they could build prestige offices that people would
want to rent in any economic climate. Alternatively, maybe they should invest the
money in the short term to buy up property at a low cost when a recession comes.

The Blue Hat has been used by the meeting's Chair to move between the different
thinking styles. He or she may have needed to keep other members of the team from
switching styles, or from criticizing other peoples' points.

Key points:
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin
Six Thinking Hats is a good technique for looking at the effects of a decision from a
number of different points of view.

It allows necessary emotion and skepticism to be brought into what would otherwise be
purely rational decisions. It opens up the opportunity for creativity within Decision
Making. It also helps, for example, persistently pessimistic people to be positive and
creative.

Plans developed using the '6 Thinking Hats' technique are sounder and more resilient
than would otherwise be the case. This technique may also help you to avoid public
relations mistakes, and spot good reasons not to follow a course of action, before you
have committed to it.

“Os seis chapéus do pensamento” (six thinking hats),

imagem explicativa (1)
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin

“Os seis chapéus do pensamento” (six thinking hats),

imagem explicativa (2)
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin

“Os seis chapéus do pensamento” (six thinking hats),

exploração de diferentes perspectivas

Link:
http://www.valuebasedmanagement.net/methods_bon
o_six_thinking_hats.html
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin

O pensamento lateral (lateral thinking)

Link: http://www.edwdebono.com/debono/lateral.htm
EDWARD DE BONO

"On the Internet there is much misleading and erroneous information about 'lateral thinking' and 'parallel
thinkingtm'. Some of the sites make false claims about me and my work. Because this is my official
website I want to take this opportunity of clarifying matters regarding lateral thinking and parallel
thinkingtm*.

LATERAL THINKING

I invented the term 'lateral thinking' in 1967. It was first written up in a book called "The Use of Lateral
Thinking" (Jonathan Cape, London) - "New Think" (Basic Books, New York) - the two titles refer to the
same book.

For many years now this has been acknowledged in the Oxford English Dictionary which is the final
arbiter of the English Language.

There are several ways of defining lateral thinking, ranging from the technical to the illustrative.

1. "You cannot dig a hole in a different place by digging the same hole deeper"

This means that trying harder in the same direction may not be as useful as changing direction. Effort in
the same direction (approach) will not necessarily succeed.

2. "Lateral Thinking is for changing concepts and perceptions"

With logic you start out with certain ingredients just as in playing chess you start out with given pieces.
But what are those pieces? In most real life situations the pieces are not given, we just assume they are
there. We assume certain perceptions, certain concepts and certain boundaries. Lateral thinking is
concerned not with playing with the existing pieces but with seeking to change those very pieces. Lateral
thinking is concerned with the perception part of thinking. This is where we organise the external world
into the pieces we can then 'process'.

3. "The brain as a self-organising information system forms asymmetric patterns. In such systems
there is a mathematical need for moving across patterns. The tools and processes of lateral thinking
are designed to achieve such 'lateral' movement. The tools are based on an understanding of self-
organising information systems."
 Colégio de São Teotónio
Psicologia 12ºano
Miguel Rodrigues nº16
Prof.: A. Franklin
This is a technical definition which depends on an understanding of self-organising information systems.

4. "In any self-organising system there is a need to escape from a local optimum in order to move
towards a more global optimum. The techniques of lateral thinking, such as provocation, are
designed to help that change."

This is another technical definition. It is important because it also defines the mathematical need for
creativity.

O pensamento paralelo (parallel thinking)

Link: http://www.edwdebono.com/debono/lateral.htm

PARALLEL THINKINGTM

I introduced this term in my book 'PARALLEL THINKING' (published by Viking, London and
Penguin Books, London).

Parallel thinking is best understood in contrast to traditional argument or adversarial thinking.

With the traditional argument or adversarial thinking each side takes a different position and then seeks to
attack the other side. Each side seeks to prove that the other side is wrong. This is the type of thinking
established by the Greek Gang of Three (Socrates, Plato and Aristotle) two thousand four hundred years
ago.

Adversarial thinking completely lacks a constructive, creative or design element. It was intended only to
discover the 'truth' not to build anything.

With 'parallel thinking' both sides (or all parties0 are thinking in parallel in the same direction. There is
co-operative and co-ordinated thinking. The direction itself can be changed in order to give a full scan
of the situation. But at every moment each thinker is thinking in parallel with all the other thinkers. There
does not have to be agreement. Statements or thoughts which are indeed contradictory are not argued out
but laid down in parallel.In the final stage the way forward is 'designed' from the parallel thought that
have been laid out.

A simple and practical way of carrying out 'parallel thinking' is the Six HatsTM method which is now
being used widely around the world both because it speeds up thinking and also because it is so much
more constructive then traditional argument thinking.

Information on Lateral Thinking and Six HatsTM methods are available on this website. Particulars of
training courses are also given.