MODUL5(KULIAH) Lateral Thinking

TM 2913 : Kemahiran Maklumat dan Komunikasi

Puan Junaidah Mohamed KassimJunaidah@ftsm.ukm.my8921 6669

Modul 5

Kemahiran Berfikir Secara Lateral Dan Paralel

Objektif Kuliah

Memahami konsep dan teknik pemikiran kritis secara lateral dan paralel

Mengetahui cara untuk menggunakan teknik ‘six thinking hats’

Membuat keputusan dengan lebih kreatif dan seimbang

Brainstorming

Kumpulan 1 – – A man is lying dead in a room. There is a large pile

of gold and jewels on the floor, a chandelier attached to the ceiling and a large open window.

Kumpulan 2 – – A man goes into a restaurant, orders albatross, eats

one bite and kills himself.

Kumpulan 3– A man is driving his car. He returns on the radio,

listens for five minutes, turns around goes home and shoots his wife.

Kumpulan 4– A woman buys a new pair of shoes, goes to work

and dies.

Kumpulan 5 – A man is alone on an island with no food and no

water, yet he does not fear for his life Kumpulan 6

– A writer with an audience of millions insisted that he never to be interrupted while writing. After the day when actually was interrupted, he never wrote again.

Pendahuluan

‘lateral’ dicipta oleh Edward de Bono pada tahun 1967

Digunakan utk memisahkan idea2 yg sudah lama digunakan dan dipercayai baik dan betul

Pemikiran lateral menggunakan teknik spesifik yang sengaja dipakai utk terbitkan idea baru

Definisi Pemikiran Lateral

“You cannot dig a hole in a different place by digging the same hole deeper”

“Lateral Thinking is for changing concept and perceptions instead of trying harder with the same concepts and perceptions”

“In self-organizing information systems, asymmetric pattern are formed. Lateral Thinking is a method for cutting across from one pattern to another”

Edward de Bono

Pemikiran Lateral

Mengajar kita bagaimana utk berfikir scr kreatif Mengubah masalah kepada peluang Mencari penyelesaian – menggunakan teknik

dan peralatannya Memberi kuasa kepada kita utk menerbitkan

idea2 yang bernas dan boleh digunakan utk menyelesaikan masalah

Suggest LateralThinking If You Hear…

1. Management shoots down all of our ideas.

Because Lateral Thinking Will

Give managers the tools to encourage and reward the creative EFFORT that must become a habit before you can get consistently innovative results.

Give employees the tools to assess and improve ideas before submitting them.

Suggest LateralThinking If You Hear…

2. Creative people are a nuisance. They’re always getting out of line.

Because Lateral Thinking Will

Teach managers how to perceive creative intrusions as a valuable tool for checking blind spots and biases. Creative ideas are often jarring.

Give collaborative employees the tools to generate creative ideas on demand. You do not have to rely on a flock of born rebels to “buck the system.”

Suggest LateralThinking If You Hear…

3. We don’t have time to go through all that trial and error.

Because Lateral Thinking Will

Teach managers to be alert for new opportunities at every stage as ideas are explored.

Give employees tools that speed up the innovation process.

Suggest LateralThinking If You Hear…

4. Creative people are so off-the-wall. Their ideas are never feasible.

Because Lateral Thinking Will

Give everyone the tools of provocation and movement so they know how to get value from initially unworkable ideas.

Teach everyone how to harvest, tailor, and shape ideas to make them more practical.

Suggest LateralThinking If You Hear…5. This company doesn’t see mistakes as

progress. We quit too soon.

Because Lateral Thinking Will

Give everyone tools to assess and minimize risk.

Teach everyone how to perceive failures as necessary steps in the creative process.

Enable everyone to learn from their mistakes.

Suggest LateralThinking If You Hear…

6. We don’t know what to be creative about.

Because Lateral Thinking Will

Teach all how to develop and work on a Creative Hit List.

Suggest LateralThinking If You Hear…

7. We don’t need new ideas. We’re already aligned about what we’re doing/where we’re going/how to get there.

Because Lateral Thinking Will

Teach everyone the absolute necessity of applying the creative process continuously to every strategy, process, assumption, product, and practice, in our rapidly changing world.

Lateral Thinking:Four Step Process

Edward de Bono’sCreative Thinking Process

Results: New Ideas

Select & Define Focus

Capture & Workwith Output

Generate Ideas

GET STARTED

Teknik-teknik Pemikiran Lateral

Utk menghasilkan provokasi dalam minda De Bono tlh melabelkan setiap idea provokatif

dgn perkataan PO (Provocative Operation) Contoh ‘PO siswazah FTSM UKM kurang

mahir dalam pengaturcaraan’ Terdapat pelbagai cara utk mendebatkan

provokasi ini.

5 sumber Provokasi

Provokasi tak sengaja– Timbul dr idea tak sengaja – radar (guna glmbg radio)

Penyongsangan– Songsangkan dari cerita asal – posmen hntr surat

Lari– Lari drpd asal kejadian – kamera tiada filem

Angan-angan kosong– fantasi- - bina bangunan berbentuk bulat

Gila-gila– Apa saja yang mungkin utk membuat provokasi – lembu

terbang

Alat-alat Berfikir

AGO – Aims, Goals and Objectives APC – Alternatives, Possibilities, Choices CAF – Consider All Factors OPV – Other People Views C & S – Consequence and Sequel FIP – First Important Priorities PMI – Plus, Minus, Interesting

PMI – Plus Minus Interesting

P – senaraikan semua yang baik M – senaraikan semua yang buruk I – senaraikan semua yang selainnya tetapi

menarik untuk difikirkan selanjutnya.

Pemikiran Paralel

Satu teknik yang dicipta oleh De Bono utk digunakan dalam pemikiran lateral

Kaedah yang digunakan utk pemikiran paralel adalah Kaedah Enam Topi Berfikir (Six Thinking Hats)

Tidak boleh memakai kesemua topi serentak kerana boleh menjadi keliru dan berkecamuk

Seharusnya memakai satu topi pada satu waktu

The Basics• There are six different imaginary hats that you

can put on or take off.• Think of the “hats” as thinking icons.• Each hat is a different color and represents a

different type or mode of thinking.• We all wear the same hat (do the same type of

thinking) at the same time.• When we change hats - we change our thinking.

Benefits Of The Six Thinking Hat Framework

Parallel Improve Exploration

Save Time Improve Creativity & Innovation

Adversarial

Foster Collaborative Thinking

White HatWhite HatInformation & Data

Neutral & ObjectiveChecked & Believed Facts

Missing Information & Where To Source It

Red HatRed HatFeelings & Intuition

Emotions Or Hunches “At This Point”

No Reasons or JustificationKeep It Short

Black HatBlack Hat Why It May Not Work

Cautions DangersProblems Faults Logical Reasons Must Be Given

Yellow HatYellow HatWhy It May Work

Values & Benefits(Both Known & Potential)

The Good In ItLogical Reasons Must Be Given Green HatGreen Hat

Creative ThinkingPossibilities Alternatives New Ideas New Concepts

Overcome Black Hat Problems & Reinforce Yellow Hat Values

Blue HatBlue HatManaging The Thinking

Setting The FocusMaking Summaries

Overviews ConclusionsAction Plans

FOCUSFOCUS

Topi hijau

Pemikiran kreatif Hijau – otak yg subur dgn idea2 Mencari idea alternatif – adakah idea lain??? Tidak perdulikan sama ada idea tersebut betul

atau salah – keluarkan idea sahaja Sebaiknya dipakai ketika mula berfikir –

(brainstorming)

Topi Kuning

Pemikiran kontruktif / membina Kuning- hari yg cerah, menggambarkan konsep positif Mencari segala faedah, kebaikan dan manfaat drpd

idea oleh topi Hijau Semua idea boleh jadi idea yg baik Idea yg lemah blh diperbaiki- tidak ada yg mustahil Sesuai dipakai bila mendengar idea2 yg mempunyai

banyak kelemahan

Topi Merah

Pemikiran emotif dan nilai Merah – rasa ghairah dan nafsu, mengambil kira aspek

emosi dan instuisi semada berfikir Contoh – apa perasaan seseorang?…dsb Sesuai dipakai selepas mengambil kira semua fakta

yang ada Perlu mengambilkira soal perasaan dan gerak hati

kerana tdk berguna jika org ramai tidak suka dan tdk mahu menerimanya.

Topi Hitam

Pemikiran kritikal dan negatif Hitam – menggambarkan malam yg gelap,

menunjukkan keadaan yg tiada harapan. Diminta mencari semua yg salah, tidak jelas, yang

sukar, berisiko dan berbahaya. Berguna utk menghasilkan pelan darurat & sistem

keselamatan Situasi yg sesuai adalah sebelum membuat sebarang

tindakan

Topi Putih

Pemikiran Objektif Bertujuan utk mencari maklumat Contoh – berapa? Siapa? Dimana? Bila?dsb Tiada emosi terlibat dlm pencarian maklumat Tidak timbul masalah suka/tidak, terima/tidak Sesuai dipakai sebelum membuat sebarang

keputusan memilih mana2 alternatif

Topi Biru

Topi yang teratas utk mengawasi topi lain bekerja. Menguruskan proses berfikir

“thinking about the thinking needed to explore the subject”

Set the focus : Defines the problems and shapes the Q

Responsible for summaries, overview and conclusion

Concern with metacognitive

Contoh

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 unrented office space is reducing sharply. As part of their decision they decide to use the 6 Thinking Hats technique during a planning meeting.

With the White Hat, they analyze the data they have. They examine the trend in unrented

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 chair of the meeting 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. 

Kesimpulan

Pelbagai analisis perlu difikirkan sebelum membuat sebarang keputusan – menggunakan kemahiran berfikir secara kritis dan lateral

Teknik2 dan kaedah2 yang diperkenalkan dapat membantu utk menjana idea dan membuat keputusan yang lebih berkesan dan memanfaatkan semua pihak.

Sekian, terima kasih

9 Julai 2003