EDWARD DE BONO THINKING COURSE PDF
Edward De Bono - De Bono's Thinking Course (BBC Books) - Free ebook download as PDF File .pdf) or read book online for free. Edward de Bono - The Use of Lateral Thinking. 69 Pages·· MB· Thinking Arabic Translation A Course in Translation Method Arabic to wildlifeprotection.info . DE BONO'S THINKING COURSE Edward de Bono Edward de Bono is . on the effect of teaching thinking has been done by Professor John Edwards of James.
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Michael de Saint-Arnaud, is published by the Edward de Bono School of The crucial first step in better thinking is to see things without limiting your vision. In his courses de Bono asks such questions as, "What if the world runs out of oil?. Dr. Edward de Bono. ▫ Traditional Thinking. ▫ What is Parallel Thinking? ▫ Traditional Thinking vs. Parallel Thinking. ▫ What is Lateral Thinking? ▫ Introduction. Buy De Bono's Thinking Course (new edition): Powerful Tools to Transform Your Thinking on Six Thinking Hats by Edward de Bono Paperback $
Also, you can't try things out.
You can't say, "Okay, we're going to try this tax system this time, and if it doesn't work, we'll drop it. We need to ask how we can test things in public administration, how we can motivate and reward people, and so on. Aurora: You have been convinced for some time that the business world uses thinking more than any other sector in the world.
What makes this sort of thinking different from that of the academic world? You have got to sell things or your market share shrinks. If you set mortgage rates at 13 per cent while other people set them at 10 per cent, you've lost your market.
So there is an intense pressure to engage in problem solving. And there are very definite results. In most other segments of society, including the academic world, it may be enough to defend your point of view. If you are an economist and you write a good paper defending the idea that monetary theory is wonderful, that is all you are asked to do.
This applies not only to the academic and political world but even to domestic life. Take, for example, a husband and wife arguing; all they are doing is justifying themselves. Aurora: What is preventing academics from teaching thinking? Even in science, people still believe that if you analyse data, you will get ideas even though everyone says, "No, that is not true.
People are still bogged down in finding truth and building arguments. The whole culture of academics is way behind. I have much more hope for teachers and students at secondary and primary schools than I do for academics. Academics are highly intelligent people, so they are very good at defending their position, or dismissing something, or retreating into a corner and saying, "It doesn't affect me. Take, for example, free will, which is a cornerstone of our culture.
What does free will actually mean in physiological terms? If you understand that, free will means a very different thing. But if you are just talking about free will on an empirical phenomenological basis, you really won't get very far. A philosopher in the future has got to be an information theorist and a physiologist. Aurora: You have said that the most dangerous fallacy in education is the belief that intelligence and thinking are the same thing. How do they differ? He may cover four or five activity areas in the brain, while another person covers only two.
You can test intelligence by such things as reaction times. There is a physiological component to intelligence, but how you use your intelligence is a matter of strategy. If you use your intelligence just to defend your point of view, you will do a good job of defending your point of view.
But intelligence by itself is only a potential. Now there we run into one of those silly difficulties with language, because we say everything that is right must be intelligent.
Therefore, an intelligent person can't do anything stupid. Then you have reduced the word "intelligence" to mean nothing. You just mean that any good behaviour is intelligence, and if you have that wide a description, it means nothing. Aurora: You have said that in order to succeed in today's highly competitive world, the business community needs schools and universities to graduate people who can not only solve problems and make decisions but who also can generate new knowledge.
Why are efficiency, new technology, and problem-solving no guarantee of success? But gradually you come toward a baseline where everyone else is doing the same.
For example, if you decide you are going to run a steel plant with 20, people instead of 30,, your competitor will do the 6 same.
So you have no competitive edge. What is going to make a difference to your competitive position is your concepts or initiatives. People will still copy you and catch up, but you will have leadtime.
That is the only area in which you can actually do something different from other people. I'm not saying efficiency and the other things aren't useful. I'm saying it is like a stool with three legs.
One leg is problem solving, one leg is efficiency, and the third is concept generation. Aurora: How can we ensure that technology does not drive education? Or they may do them in unnecessary detail because of the computer's power.
So they say, let's simulate this, and let's modulate in five dimensions instead of using the computer as it is needed.
Edward De Bono - De Bono's Thinking Course (BBC Books)
It is a danger. I would even state a rule of thumb: at any time, 25 per cent of computer capacity should be unused in order to give you the possibility of using it. If it is all filled up, there is no gap, no margin. Aurora: That is going to be seen by some as a terrible dilemma. It is like a university. You could also say that 20 per cent of university positions should be unfilled so if a good guy comes along you can hire him.
You can't say, "Wait five years; maybe one of our guys will die. At the senior level people spend something like 70 per cent of their time handling funds and administering things.
Aurora: You have said that the quality of society depends on the 7 quality of its members. Are we getting better people from universities than the ones we send in? One way to look at it is to ask if it would be better if those people hadn't gone to university.
The answer is probably not. But do we get as much out of that allocation of their time and the national resources in going to university?
I would say absolutely not.
In other words, given their time and given those resources, we could get much better people. Aurora: You have written about the Japanese today and yesterday. Many Canadians feel that now is the time to be making some kind of agreement with Japan rather than the United States. In some ways it is very interesting, and in some ways it is very sinister. They are setting up a high tech city in Australia, a city that will have lots of Japanese working in it.
The city will carry out research, production, and so on. It is a form of colonialism-that is the sinister side. On the other hand, it is productive. Six Thinking Hats was created by Edward de Bono, and published in his book of the same name.
You can now find it in a new edition. It forces you to move outside your habitual thinking style, and to look at things from a number of different perspectives. This allows you to get a more rounded view of your situation. You can often reach a successful solution or outcome from a rational, positive viewpoint, but it can also pay to consider a problem from other angles. For example, you can look at it from an emotional, intuitive, creative or risk management viewpoint.
Not considering these perspectives could lead you to underestimate people's resistance to your plans, fail to make creative leaps, or ignore the need for essential contingency plans. In this article, we explore how to use the Six Thinking Hats technique, and show an example of how it can work. In meetings, it has the benefit of preventing any confrontation that may happen when people with different thinking styles discuss a problem, because every perspective is valid. Each "Thinking Hat" is a different style of thinking.
These are explained below: White Hat: with this thinking hat, you focus on the available data. Look at the information that you have, analyze past trends, and see what you can learn from it. Look for gaps in your knowledge, and try to either fill them or take account of them.
Edward De Bono - De Bono's Thinking Course (BBC Books)
Red Hat: "wearing" the Red Hat, you look at problems using your intuition, gut reaction, and emotion. Also, think how others could react emotionally. Try to understand the responses of people who do not fully know your reasoning.
Black Hat: using Black Hat thinking, look at a decision's potentially negative outcomes. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. Black Hat thinking helps to make your plans "tougher" and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action.
It's one of the real benefits of this model, as many successful people get so used to thinking positively that they often cannot see problems in advance. This leaves them under-prepared for difficulties. Yellow Hat: this hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult. Green Hat: the Green Hat represents creativity.
This is where you develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas.
You can explore a range of creativity tools to help you. Blue Hat: this hat represents process control. It's the hat worn by people chairing meetings, for example.Subscribe to our free newsletter , or join the Mind Tools Club and really supercharge your career!
Awareness We need to be aware of the huge importance of the perception part of thinking. But we have no mechanisms for this backtracking or changing patterns.
De Bono argues that low zinc levels leads to heightened aggression. Praetleallty Tliere are two common objections to the APC process.
Eventually I got in.
If you do something good, they ask why you took so long.