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

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 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. Theyre

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 dont 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 doesnt 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 dont 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 dont need new ideas. Were already aligned

about what were doing/where were 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 Bonos
Creative Thinking Process

Results: New
GET STARTED Ideas

Select & Define Capture & Work

Focus with Output
Generate
Ideas
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 Adversarial
Improve Exploration
Save Time
Improve Creativity & Innovation

Foster Collaborative Thinking

 Blue Hat
Managing The Thinking
Setting The Focus
Making Summaries
Overviews Conclusions
White Hat Action Plans Black Hat
Information & Data Why It May Not Work
Neutral & Objective Cautions Dangers
Checked & Believed Facts Problems Faults
Missing Information & Logical Reasons
Where To Source It Must Be Given

FOCUS

Yellow Hat Red Hat

Why It May Work Feelings & Intuition
Values & Benefits Emotions Or Hunches
(Both Known & Potential) At This Point
The Good In It No Reasons or Justification
Logical Reasons Keep It Short
Must Be Given Green Hat
Creative Thinking
Possibilities Alternatives
New Ideas New Concepts
Overcome Black Hat
Problems & Reinforce Yellow
Hat Values
 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