TM 2913 Kemahiran Maklumat dan Komunikasi Puan

TM 2913 : Kemahiran Maklumat dan Komunikasi Puan Junaidah Mohamed Kassim Junaidah@ftsm. ukm. my 8921 6669

Modul 5 Kemahiran Berfikir Secara Lateral Dan Paralel

Objektif Kuliah l l l 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 l Kumpulan 1 – – l 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.

l Kumpulan 3 – l 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.

l Kumpulan 5 – l 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 l l l ‘lateral’ dicipta oleh Edward de Bono pada tahun 1967 Digunakan utk memisahkan idea 2 yg sudah lama digunakan dipercayai baik dan betul Pemikiran lateral menggunakan teknik spesifik yang sengaja dipakai utk terbitkan idea baru

Definisi Pemikiran Lateral l “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 l l Mengajar kita bagaimana utk berfikir scr kreatif Mengubah masalah kepada peluang Mencari penyelesaian – menggunakan teknik dan peralatannya Memberi kuasa kepada kita utk menerbitkan idea 2 yang bernas dan boleh digunakan utk menyelesaikan masalah

Suggest Lateral Thinking 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 Lateral Thinking 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 Lateral Thinking 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 Lateral Thinking 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 Lateral Thinking 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 Lateral Thinking 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 Lateral Thinking 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’s Creative Thinking Process GET STARTED Results: New Ideas Select & Define Focus Capture & Work with Output Generate Ideas

Teknik-teknik Pemikiran Lateral l l 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 l Provokasi tak sengaja – l Penyongsangan – l Lari drpd asal kejadian – kamera tiada filem Angan-angan kosong – l Songsangkan dari cerita asal – posmen hntr surat Lari – l Timbul dr idea tak sengaja – radar (guna glmbg radio) fantasi- - bina bangunan berbentuk bulat Gila-gila – Apa saja yang mungkin utk membuat provokasi – lembu terbang

Alat-alat Berfikir l l l l 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 l l l P – senaraikan semua yang baik M – senaraikan semua yang buruk I – senaraikan semua yang selainnya tetapi menarik untuk difikirkan selanjutnya.

Pemikiran Paralel l l 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 Adversarial Improve Exploration Parallel Save Time Improve Creativity & Innovation Foster Collaborative Thinking

Blue Hat Managing The Thinking White Hat Setting The Focus Making Summaries Overviews Conclusions Action Plans Information & Data Black Hat Why It May Not Work Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It Cautions Dangers Problems Faults Logical Reasons Must Be Given FOCUS Yellow Hat Red Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Feelings & Intuition Green Hat Creative Thinking Possibilities Alternatives New Ideas New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values Emotions Or Hunches “At This Point” No Reasons or Justification Keep It Short

Topi hijau l l l Pemikiran kreatif Hijau – otak yg subur dgn idea 2 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 l l l 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 idea 2 yg mempunyai banyak kelemahan

Topi Merah l l l 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 l l l 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 l l l 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 mana 2 alternatif

Topi Biru l l l 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 l l Pelbagai analisis perlu difikirkan sebelum membuat sebarang keputusan – menggunakan kemahiran berfikir secara kritis dan lateral Teknik 2 dan kaedah 2 yang diperkenalkan dapat membantu utk menjana idea dan membuat keputusan yang lebih berkesan dan memanfaatkan semua pihak.

Sekian, terima kasih 9 Julai 2003