Six Thinking Hats /ebook/liuding.exe Editor's recommendation: Six Thinking Hats-The First Book of Global Logical Innovative Thinking Training and the Fifth Discipline are both called the most valuable business books in the 21th century, and they are also known as the first book of global innovative thinking training. Microsoft, Motorola, Panasonic, McDonald's, Coca-Cola, IBM, Siemens, Nestle and many other well-known enterprises have benefited from it. Six thinking hats-the first book of global innovative thinking training-are the best-selling books in the world. Author: edward de bono wants six thinking hats. The purpose of six thinking hats is to avoid mixed thinking. In this way, thinkers can only think according to one mode at a certain time-instead of doing everything at a certain time. The best analogy is color printing. Every color is printed, and finally they are put together. The purpose of designing six methods of thinking hat is to make us change from the usual arguing thinking to the drawing thinking. This makes the thinking process into two stages. The first stage is to draw a map. The second stage is to choose the route on the map. If the map is good enough, the best route will often become very obvious. Similar to color printing, each hat shows a type of thinking on the map. I don't think that six hats have exhausted all possible aspects of thinking, but they do cover the main models of thinking. I don't think we have to wear a hat at every moment of thinking. The extremely strong artificial features of these hats are their greatest value. They provide a formal form and convenience when a certain type of thinking is needed, whether for one person or others. They establish the rules of the game of thinking. Anyone who participates in this kind of game should be clearly aware of these rules. The more hat thinking modes are used, the more they will become a part of thinking culture. Everyone in an organization should learn this basic idiom in order to make it a part of its culture. In this way, we can concentrate our thinking and make it more powerful. At the same time, it also replaces the time-wasting argument and aimless discussion with an active and binding method. At first, we may feel a little clumsy when using different hats. But this sense of clumsiness will soon disappear with the increasing convenience of the system. The first use of these hats may be when a hat is needed on an accidental occasion or when the idea of black hat changes to other ideas. As I wrote at the beginning of this book, one of the great values of these hats is that they provide the angle of thinking. A thinker can be proud that he can play such a role. Without these formal forms of thinking, some thinkers will be permanently in a fixed mode (usually a black hat mode). I emphasize again that this is a very easy system to use. For readers, there is no need to memorize the different points I have stated in the book. These things are all discussed in detail. But the basic points of each hat are very easy to remember. White hat is pure white, pure facts, figures and information. Red hat is harsh red, emotions and feelings, including premonition and intuition. Black hat false advocate, negative judgment, why it doesn't work. Yellow hat sunshine, brightness and optimism, affirmative, constructive, opportunity. Green hat is productive and creative, and plants thrive, move and inspire from seeds. Blue hat calm and control, orchestra conductor, thinking about thinking.