JAPOO GANG

It originally comprises of eight members now a days. I was founded by Mr. Nabil in the first semester, unfortunately he left the university. The change in the members took place with times. The slogan of group is;

STRENGHT AND HONOUR

There are some rules to enter in group and remain as a group member i.e. Truth. Humorous behavior is essential part of us. It is understood that members will not cheat each other and if some try to do so he automatically does not remain our part. This group is not someones inheritance but a social belonging where you live as family and share your happiness and worries with each other. We four people are also part of this Japoo gang.

Muhammad Ali Abbas Strength: Power of observation and analysis, compromise and teamwork. Weakness: Double minded and not a hard worker.

Muhammad Farooq Strength: Friendly, cool minded and decision making personality. Weakness: Individualistic behavior and lack of team work.

Muhammad Waseem Strength: Intelligent, strong I.Q level, team worker. Weakness: Careless and trust everyone.

Ijaz Hussain Bajwa Strength: Hard worker, knowledgeable person, confident and intellectual and have different approach. Weakness: Lack of ability to explain and convince someone.

Six Thinking Hats

Early in the 1980s Dr. de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. Valuable judgmental thinking has its place in the system but is not allowed to dominate as in normal thinking. The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively. The method promotes fuller input from more people. In de Bono's words it "separates ego from performance". Everyone is able to contribute to the exploration without denting egos as they are just using the yellow hat or whatever hat. The six hats system encourages performance rather than ego defense. People can contribute under any hat even though they initially support the opposite view. The key point is that a hat is a direction to think rather than a label for thinking. The key theoretical reasons to use the Six Thinking Hats are to:

Encourage Parallel Thinking Encourage full-spectrum thinking Separate ego from performance

Organizations such as Prudential Insurance, IBM, Federal Express, British Airways, Polaroid, PepsiCo, DuPont, and Nippon Telephone and Telegraph, possibly the world's largest company, use Six Thinking Hats. The method is attributed to Dr. Edward de Bono and is the subject of his book, Six Thinking Hats. De Bono believed that the key to a successful use of the Six Think Hats methodology was the deliberate focusing of the discussion on a particular approach as needed during the meeting or collaboration session. For instance, a meeting may be called to review a particular problem and to develop a solution for the problem. The Six Thinking Hats method - it is just a way to try on different view points. This can be very useful as an educational planning activity. Michael Hewitt-Gleeson claims that the method was initially developed during a brainstorming session he had with Edward de Bono and Eric Bienstock in 1983.

Purpose of Study: (Business Student)

In business we regularly think out of box solutions and theses hats help us in that type of thinking. We can get the following benefits from this exercise to help out the business. Thinking performance drives business performance. Most mistakes in business are mistakes in thinking. Decisions are poorly thought through. Risk factors are overlooked. Faulty information is taken as fact. Ideas are killed far too early. Benefits arent built into solutions customers have no idea why they should embrace your new efforts. Changes backfire. If any of this describes the condition at your company we can help you improve the thinking performance of your employees. The end result for the company: Increases in bottom-line profit. Increases in top-line growth. More time to develop meaningful customer relationships. More time to work on whats important to develop the business. A happier and more motivated workforce

Description:
The Six Thinking Hats method could then be used in a sequence to first of all explore the problem, and then develop a set of solutions, and to finally choose a solution through critical examination of the solution set. Dr de Bono identifies five distinct states in which the brain can be "sensitized". In each of these states the brain will identify and bring into conscious thought certain aspects of issues being considered (e.g. gut instinct, pessimistic judgment, neutral facts). When teams engage in six hats thinking they are practicing parallel thinking everyone is using the same tool at the same time on the same challenge. This speeds up the discussion saving everyone time. Each persons unique thinking on the challenge is included which ensures a stronger solution is implemented, supported and is well thought out. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way

The premise of the method is that the human brain thinks in a number of distinct ways which can be identified, deliberately accessed and hence planned for use in a structured way allowing one to develop strategies for thinking about particular issues. Due to the power of the ego and the identified predilection to black hat thinking in the majority of western culture, this can lead to very destructive meetings. Even with good courtesy and clear shared objectives in any collaborative thinking activity there is a natural tendency for "spaghetti thinking" where one person is thinking about the benefits while another considers the facts and so on. The hats allow this to be avoided so that everyone together considers the problems, or the benefits, or the facts, reducing distractions and supporting cross pollination of thought.

Hats
White hat Facts & Information
Neutral think about the facts and details of a topic and Information available & needed is the property of white hat. It covers facts, figures, information needs, and gaps. "I think we need some white hat thinking at this point..." means Let's drop the arguments and opinions, and look at the data." And it includes both sides of disputed information. The objective and purpose of white hat is given in the form of these basic questions What information is available? What information do we need? What information is missing? How are we going to get the missing information? What do I know about the topic? What information am I missing regarding the topic? What information about the topic do I want/need to know? What is relevant to me about the topic?

Users make statements of fact, including identifying information that is absent and presenting the views of people who are not present in a factual manner. In many thinking sessions this occurs immediately after an initial blue hat and it often an extended action with participants presenting details about their organization and

the background to the purpose of the thinking session. The key information that represents the inputs to the session are presented and discussed. Key absences of information (i.e. information needs) can also be identified at this point. Commercial examples are: - Total sales of this product are x p.a. - Our sales data is two years old - Energy efficiency legislation is expected to impact our ability to run our business in the next five years - The number of elderly people in Western countries are increasing

Red hat Feelings & Emotions

Emotions, examine a topic through emotions and feelings are the basic property of this hat. Use is limited to 30 seconds, Signals feelings, emotions & hunches, No justification is required, and Gives validity to feelings and hunches, an ingredient in decision making are the most important points of red hat. The red hat allows the thinker to put forward an intuition without any need to justify it." Usually feelings and intuition can only be introduced into a discussion if they are supported by logic. The red hat gives full permission to a thinker to leave logic aside and put forward his or her feelings on the subject at the moment. The objective and purpose of white hat is given in the form of these basic question What is my reaction to this information? How do I feel about this information right now? How will others feel about it? Users state their feelings, exercising their gut instincts. In many cases this is a method for harvesting ideas - it is not a question of recording statements, but rather getting everyone to identify their top two or three choices from a list of ideas or items identified under another hat. This is done to help reducing lists of many options into a few to focus on by allowing each participant to vote for the ones they prefer. Alternatively it may be used to state ones gut reaction or feelings on an issue under discussion - this is more common when using the hats to review personal progress or deal with issues where there is high emotional content that is relevant to discussion. Finally this hat can be used to request an aesthetic response to a particular design or object

Commercial examples are: - I'm enthusiastic about getting involved in selling! - That role in the company doesn't appeal to me. - I'd like to do that but I feel uncertain about it. - I'm frustrated that we have let the situation get this bad!

Black hat Critical Judgment

Caution, difficulties & problems, Critical, judgmental, think about the negative aspects of a topic are the basic properties of black hat. This is the negative, devils advocate or con hat. It covers skepticism, judgment, and caution. It is not in any sense an inferior or destructive hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the resources available, or the policy that must be followed. The black hat must always be logical, never emotional. The objective and purpose of white hat is given in the form of these basic question Is it true? Does it fit? Will it work? What are the weaknesses? What are the risks? What is wrong with this? What are the dangers? What could be the possible problems? What could some of the difficulties be? What are the points for caution?

Users identify barriers, hazards, risks and other negative connotations. This is critical thinking, looking for problems and mismatches. This hat is usually natural for people to use, the issues with it are that people will tend to use it when it is not requested and when it is not appropriate, thus stopping the flow of others. Preventing inappropriate use of the black hat is a common obstacle and vital step to effective group thinking. Another difficulty faced is that some people will naturally start to look for the solutions to raised problems - they start practicing green on black thinking before it is requested.

Commercial examples are: - We will be facing strong competition in that market - What if we cannot get enough capital together to support the investment? - We might not be able to make it cheaply enough for our customers to buy it - There will be too much political opposition to this approach - There is a risk that new legislation will make this market unattractive

Yellow hat Positive Judgment

Optimistic, think about the positive aspects of a topic, Benefits & values are the basic properties of this hat. This is the positive hat. The yellow hat describes why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but it can also be used to find something of value in what has already happened. Like its black hat counterpart, the yellow hat must always be logical and rooted in facts, never emotional. The objective and purpose of white hat is given in the form of these basic question What are the benefits? Give reasons why. What are the good things about this? What are the values? How will this help us? What is the sense of potential? Why can it be done? What are the good points? What are the benefits? Why should it work?

Users identify benefits associated with an idea or issue. This is the opposite of black hat thinking and looks for the reasons in favor of something. This is still a matter of judgment - it is an analytical process, not just blind optimism. One is looking to create justified statements in favor. It is encapsulated in the idea of "undecided positive" (whereas the black hat would be skeptical - undecided negative). The outputs may be statements of the benefits that could be created with a given idea, or positive statements about the likelihood of achieving it or identifying the key supports available that will benefit this course of action

Commercial examples are: - That would be useful in market X - That would reduce the environmental impact of our activities - This approach will make our operations more efficient - We could use our existing distribution channels for this product

Green hat Alternatives and creativity

Alternatives & creative ideas, use your imagination about a topic are the basic properties of this hat. We need to make a creative effort and should generate as many ideas as possible. This is the hat of creativity. It covers alternatives, new proposals, and changes. The green hat is always interesting. Often it is fun. Sometimes it is provoking as well. Sometimes people are threatened by green hat thinking. The objective and purpose of white hat is given in the form of these basic question What are the alternatives and possibilities? How do we overcome our Black Hat difficulties? Are there any other ways to do this? How can this be worked out? What else can we try? Is there another solution I/we haven't considered?

This is the hat of thinking new thoughts. It is based around the idea of provocation and thinking for the sake of identifying new possibilities. Things are said for the sake of seeing what they might mean, rather than to form a judgment. This is often carried out on black hat statements in order to identify how to get past the barriers or failings identified there (green on black thinking). Because green hat thinking covers the full spectrum of creativity, it can take many forms. Commercial examples are: - What if we provided it for free? - Could we achieve it using technology X instead? - If we extended the course by half a day it would really help people understand - How would someone from profession X view this - Fish (green hat thinking can include random word stimulus methods).

Blue hat The Big Picture

Managing the thinking process, sets the thinking focus and the agenda, sets the timing, decides on the next step, keeps the discipline when using the hats, asks for summaries and conclusions and asks for decisions are the essentials and basic properties of this hat. Observer, reflects, think metacognitively, and try to grasp the big picture result of topic This is the overview or process control hat. It looks not at the subject itself but at the approach to the subject. The blue hat monitors how productive the discussion is and helps keep it on track. "Putting on my blue hat, I feel we should do some greener hat thinking at this point." The objective and purpose of white hat is given in the form of these basic question What have I/we done so far? What do I/we do next? What decisions have been reached? This is the hat under which all participants discuss the thinking process. The facilitator will generally wear it throughout and each member of the team will put it on from time to time to think about directing their work together. This hat should be used at the start and end of each thinking session, to set objectives, to define the route to take to get to them, to evaluate where the group has got to, and where the thinking process is going. Having a facilitator maintain this role throughout helps ensure that the group remains focused on task and improves their chances of achieving their objectives. Commercial examples are: - We'll follow this program of thinking to start the day - does everyone agree? - OK time to move on to some yellow hat thinking - Stop there - you are getting into debate. Lets do some black hat and surface all the issues together first - I think we need to revisit our objectives, I'm not sure that they are right in light of our work so far

Usage:
These hats could be used in any circumstances but if we follow a proper guideline for the usage of the hats would be of much more benefit. Initial Ideas - Blue, White, Green, Blue Choosing between alternatives - Blue, White, (Green), Yellow, Black, Red, Blue Identifying Solutions - Blue, White, Black, Green, Blue Quick Feedback - Blue, Black, Green, Blue Strategic Planning - Blue, Yellow, Black, White, Blue, Green, Blue Process Improvement - Blue, White, White (Other peoples views), Yellow, Black, Green, Red, and Blue Solving Problems - Blue, White, Green, Red, Yellow, Black, Green, Blue Performance Review - Blue, Red, White, Yellow, Black, Green Red, Blue

Benefits:
These are some great benefits of 6 thinking hat: 1. Save time by providing a guideline to: Participate in productive thinking together meetings that are focused on delivering necessary results. Clear up confusion on rapidly changing challenges and complex issues. Minimize personality conflicts. Become better focused and to the point in discussions. Separate out: facts from emotions; the positive from the negative; critical thinking from creative thinking. Help individuals focus on what is important rather what is irrelevant. Put quiet employees on an equal playing field with those who are more talkative or monopolize meetings. Sidestep egos which get in the way of performance. 2. Improve performance by providing a guideline to: Make better decisions based on thorough and clear thinking. Be better prepared to implement change. Create communication plans that are clear and concise. See all sides of a situation to avoid being blindsided. Sort through wide ranges of data, quickly, to work with just the necessary information. Avoid getting bogged down in unnecessary detail.

Solve problems that are high priority rather than problems that are easy to solve and of little consequence. Design action plans that are supported by the group and can be implemented. Complete documentation of decisions and actions for future reference. Think through business challenges more thoroughly.

3. Increase creative and innovative performance by providing a guideline to: Break the idea killer habit that shuts down the creative process. Generate powerful new ideas that are outside of the mainstream. Follow a practical process for idea evaluation. Consider a broader range of possible solutions and selecting the one that best meets the business need. Select opportunities to pursue based on balancing value against risk. Develop action plans to minimize risk. Sell well thought out ideas to management and clients with more confidence. Look for innovative solutions more regularly out-think the competition.

SWOT Analysis
SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from Fortune 500 companies. The SWOT Analysis is one of several strategic planning tools that are utilized by businesses and other organizations to ensure that there is a clear objective defined for the project or venture, and that all factors related to the effort, both positive and negative, are identified and addressed. In order to accomplish this task, the process of SWOT, as discussed above, involves four areas of consideration: strengths, weaknesses, opportunities, and threats. It should be noted that when identifying and classifying relevant factors, the focus is not just on internal matters, but also external components that could impact the success of the project. Strengths in the SWOT Analysis are attributes or characteristics within the organization that are considered to be important to the execution and ultimate success of the project. Examples of strengths that are often cited are factors such as experienced management, state of the art manufacturing facilities, and a solid profit line already in place. Weaknesses in the SWOT Analysis formula have to do with internal factors that could prevent the achievement of a successful result to the project. Factors such as a weak internal communication system, unhealthy levels of rivalry between departments, lack of raw materials, and inadequate funding for the project are often cited as weaknesses that can threaten to derail a project before it even begins. The third classification of factors in the SWOT analysis is Opportunities. This classification has to do with external elements that will prove helpful in achieving the goals set for the project. Factors of this type could be the positive perception of the company by the general public, a network of vendors who are willing to work

with the company to achieve success with the project, and market conditions that will help to make the project desirable to the market at large, or a least a significant segment. Last, the final essential component for the SWOT Analysis is Threats. Here, external factors that could threaten the success of the business venture or project are listed and addressed. Among the possible threats that will be critical to any SWOT analysis is a negative public image, the lack of vendors who can supply raw materials for the project, and no ready made market for the final product of the project. The underlying purpose of the SWOT Analysis as a strategic planning tool is to compile this list of relevant factors, and then seek answers to four essential queries. This process is usually referred to as the USED component of the SWOT Analysis. The four basic points to ponder are how to use each strength, how to stop each weakness how to exploit each opportunity, and how to defend against or eliminate each threat.

Use of SWOT Analysis

The usefulness of SWOT analysis is not limited to profit-seeking organizations. SWOT analysis may be used in any decision-making situation when a desired endstate (objective) has been defined. Examples include: non-profit organizations, governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive crisis management.
Creative Use of SWOTs: Generating Strategies

If, on the other hand, the objective seems attainable, the SWOTs are used as inputs to the creative generation of possible strategies, by asking and answering each of the following four questions, many times:

How can we Use and capitalize on each Strength? How can we improve each Weakness? How can we Exploit and Benefit from each Opportunity? How can we mitigate each Threat?

Ideally a cross-functional team or a task force that represents a broad range of perspectives should carry out the SWOT analysis. For example, a SWOT team may include an accountant, a salesperson, an executive manager, an engineer, and an ombudsman.

Matching and converting

Another way of utilizing SWOT is matching and converting. Matching is used to find competitive advantages by matching the strengths to opportunities. Converting is to apply conversion strategies to convert threats or weaknesses into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted a company should try to minimize or avoid them.

PEST Analysis
The PEST analysis is a useful tool for understanding market growth or decline, and as such the position, potential and direction for a business. A PEST analysis is a business measurement tool. PEST is an acronym for Political, Economic, Social and Technological factors, which are used to assess the market for a business or organizational unit. The PEST analysis headings are a framework for reviewing a situation, and can also, like SWOT analysis, and Porter's Five Forces model, be used to review a strategy or position, direction of a company, a marketing proposition, or idea. Completing a PEST analysis is very simple, and is a good subject for workshop sessions. PEST analysis also works well in brainstorming meetings. We use PEST analysis for business and strategic planning, marketing planning, business and product development and research reports. We can also use PEST analysis exercises for team building games. PEST analysis is similar to SWOT analysis - it's simple, quick, and uses four key perspectives. As PEST factors are essentially external, completing a PEST analysis is helpful prior to completing a SWOT analysis (a SWOT analysis - Strengths, Weaknesses, Opportunities, Threats - is based broadly on half internal and half external factors).

PEST Variations:
The PEST model, like most very good simple concepts, has prompted several variations on the theme. For example, the PEST acronym is sometimes shown as STEP, which obviously represents the same factors. Stick with PEST - nearly everyone else does. More confusingly (and some would say unnecessarily) PEST is also extended to seven or even more factors, by adding Ecological (or Environmental), Legislative (or Legal), and Industry Analysis, which produces the PESTELI model. Other variations on the theme include STEEP and PESTLE, which allow for a dedicated Ethical section. STEEPLED is another interpretation which includes pretty well everything except the kitchen sink: Political, Economic, Social and Technological plus Ecological or Environmental, Ethical, Demographic and Legal.

It's a matter of personal choice, but for most situations the original PEST analysis model arguably covers all of the 'additional' factors within the original four main sections. For example Ecological or Environmental factors can be positioned under any or all of the four main PEST headings, depending on their effect. Legislative factors would normally be covered under the Political heading since they will generally be politically motivated. Demographics usually are an aspect of the larger Social issue. Industry Analysis is effectively covered under the Economic heading. Ethical considerations would typically be included in the Social and/or Political areas, depending on the perspective and the effect. Thus we can often see these 'additional' factors as 'sub-items' or perspectives within the four main sections.

Political

Economic

ecological/environmental issues current legislation home market future legislation European/international legislation regulatory bodies and processes government policies government term and change trading policies funding, grants and initiatives home market lobbying/pressure groups international pressure groups

home economy situation home economy trends overseas economies and trends general taxation issues taxation specific to product/services seasonality/weather issues market and trade cycles specific industry factors market routes and distribution trends customer/end-user drivers interest and exchange rates

wars and conflict

international trade/monetary issues

Social

Technological

lifestyle trends demographics consumer attitudes and opinions media views law changes affecting social factors brand, company, technology image consumer buying patterns fashion and role models major events and influences buying access and trends ethnic/religious factors advertising and publicity

competing technology development research funding associated/dependent technologies replacement technology/solutions maturity of technology manufacturing maturity and capacity information and communications consumer buying mechanisms/technology technology legislation innovation potential technology access, licensing, patents intellectual property issues

global communications

ethical issues

Keeping to four fundamental perspectives also imposes a discipline of considering strategic context and effect. Many potential 'additional' factors (ethical, legislative, environmental for example) will commonly be contributory causes which act on one or some of the main four headings, rather than be big strategic factors in their own right. The shape and simplicity of a four-part model is also somehow more strategically appealing and easier to manipulate and convey.