Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

Some examples of the successful use of 6 hats:

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IBM reduced meeting times by 75%.

ABB (European electronics and electrics giant) reduced time to complete a particular project from 30 days to 2.

Statoil (Norway) saved $US 10 million on one of its rigs.

A major corporation in Finland has reduced its time spent on discussing multinational projects from 30 to 2 days.

MDS (Canada) claimed it saved $20 million in its first year of using the system.

Siemens (Germany) estimates that they have reduced their product development time by 50% and on one occasion, used the 6 hats to come to a decision in couple of hours on a $US 4 billion project that they had been discussing for 2 weeks.

A steel company (South Africa) generated around 21,000 ideas in a single afternoon.

In 2009, it was used in a meeting of senor economists in Washington to discuss the GFC.

The Chinese government is piloting it in 3 provinces; based on this, they will expand it to around 700,000 schools

In 2009, it was successfully used in a PNG highland tribal community. They claimed that it had changed their lives.

In the UK, employment take-up of unemployed youngsters increased fivefold after six hours of instruction. Furthermore, teaching the concept to a group of very violent youths at a special detention centre reduced the rate of violence to around 1/10 of what it had been.

Research in the UK has indicated that the 6 hats program, when taught as a separate subject, increases performance in every subject by between 30 and 100%.

A prisoner used it to successfully escape from jail!!!!!!

In summary, it encourages versatile thinking that can push people out of their "zone of comfort"; each hat indicates a different mode of thinking: the black and yellow hats are judgmental hats, ie negative and positive; the white hat asks for information; the red hat for feelings, emotion and intuition; the green hat asks for ideas, alternatives, possibilities and designs; the blue hat provides the process control and overview. Thus,

"...the hats provide an alternative to argument. The hats allow joint exploration of a subject. The hats require each individual fully to explore a subject rather than just to make and defend a case. The hats provide a quick method of switching thinking. The hats provide a means to request a particular type of thinking. The hats replace the ego and aggression of argument with the challenge to thoroughly explore a subject. The hats get the best out of people. Reading times can be reduced to 1/5 or even less, using the hats. The hats are easy to learn and then use. The hats are in use with four-year-olds and with senior executives. It is no longer necessary to use argument simply because there is no other method of discussion..."

Edward deBono, 2005

(sources: Edward deBono, 1992;Piers Dudgeon, 2001; Edward deBono, 2005; Edward deBono, 2005a: Fiona Smith, 2010h)


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