By Elisabeth Goodman, 24th January 2015
Edward De Bono’s thinking course
One of the aspects of my local library that I particularly enjoy is the way I might serendipitously discover a gem of a book that the staff have either casually or deliberately put on display. One such recent discovery was Edward De Bono’s “Thinking Course: Powerful tools to transform your thinking”
De Bono’s book caught my eye because the methods I’ve already learnt from him: mind mapping, and the “six thinking hats” have become an integral part of the way I work, and the tools that I pass on to others as a trainer and coach, and also as a facilitator. So I was curious as to what other lasting approaches I might learn from him in that vein.
The book proved to be a veritable treasure trove and I was delighted to discover that the term for another skill that I’ve enjoyed for years “lateral thinking” is actually one that he coined!
One of the activities I particularly enjoy is facilitating workshops. This is when I create an environment where people have the time, the comfort, and the tools to really think about how they are approaching their work, and how they can do so in a more enjoyable and productive way.
De Bono’s “Thinking Course” is all about developing our skill in thinking, so that we are more conscious of which approaches we are using, how we are using them, and how we could use them more effectively in any given situation. As he says, it’s a bit like practising a sport where we might have a choice about which golf club, tennis stroke, or volleyball position to adopt to achieve the desired result.
The six thinking hats
De Bono’s “six thinking hats” (which incidentally is not mentioned, at least in the edition of the book that I read) is a good illustration of this more deliberate approach to thinking. It is somewhat of an introduction, and also a synopsis of some of the approaches in the Thinking Course, although the book also develops these approaches and others more fully.
The “six thinking hats” encourage us to objectively consider what we already know (the white hat) and to exercise creative or divergent thinking to come up with new ideas (the green hat). With the yellow hat we look for the strengths of potential solutions, before narrowing down or converging the options by considering what won’t work (the black hat). The red hat allows us to consider our ‘gut feelings’. The sixth, blue, hat is like the director of the orchestra or the facilitator. It enables us to consider how we are thinking and whether we might like to think things through further or differently.
Become a flexible and creative thinker
In “The thinking course” De Bono encourages us to move beyond the traditional ‘for’ and ‘against’ confines of critical thinking, and the natural limitations of our perceptions and to engage our creativity. He provides lots of tools and exercises for approaches in addition to ‘lateral’ thinking. He suggests a framework for how people might set up “thinking clubs”, which is intriguing in his assertion of how much people can achieve in sequences of as little as 2-6 minutes of thinking.
The more creative and flexible thinking advocated by De Bono, and the techniques he suggests should be invaluable for problem solving, decision making, innovation, and thinking in general. I will certainly be adding them to my facilitator’s tool kit.
How could you make the most of your thinking?
Are you a facilitator and/or interested in how you and your team solve problems, make decisions and innovate? What approach do you take to thinking things through?
About the author
Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams and their managers to enhance their effectiveness for greater productivity and improved team morale. (We using coaching, training, mentoring and consulting in our work with our clients.)
Elisabeth founded RiverRhee Consulting just over 5 years ago, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.
Elisabeth is accredited in Change Management, in Lean Sigma, in MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner. She is a member of CILIP (Chartered Institute for Library and Information Professionals) and of APM (Association for Project Management) where she leads the Capabilities & Methods pillar for the Enabling Change SIG.