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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
