Edward De Bono's Creative Thinking Hats Throughout the course of human history one unique aspect of the human brain has allowed our species to survive and thrive on an unprecedented scale: the creative faculty. The power of original invention, the artistic spirit and the astounding ability of man to claim supremacy over the natural world are all functions of the brain's propensity to create. While decades of rigorous scientific study of the brain's chemical composition and neural pathways has resulted in a greater understanding of the cognitive, behavioral and learning processes, research regarding the origin of creativity and the creative process itself has lagged behind. One of the world's foremost authorities on the topic of creative thinking is Edward de Bono, a physician, inventor and author who coined the phrase "thinking hats" to describe his own theories describing the creative process. This novel contribution to creativity research gave rise to the notion that individual humans are capable of thinking more efficiently by compartmentalizing their thoughts into distinctive perspectives (de Bono, 1986). These individualized creative perspectives were described by de Bono as "thinking hats," an image which is based on the ability of people to shift seamlessly within a range of creative faculties, from the mental processing of purely factual information to the "gut-feelings" of intuition and perception which form our natural instincts. The six thinking hats conceived by de Bono are color coded and include the...
Creativity Challenge for Fast Foods: Fast food is a concept whose origin can be traced back to the beginning of the 19th Century in reaction to the growing demands for food. Since then, the concept has developed to an extent that the modern society heavily relies on fast foods. Fast foods are well described through the term itself, which means that they are foods that can be cooked fast. The process
Negotiation Strategies for Chemical Company International and Dragon Manufacturing Negotiations are used to resolve existing and potential conflicts, as well as to help organizations of all sizes and types achieve their goals. In many cases, negotiators fail to achieve all or even most of their goals, though, because of an inability to reach mutually advantageous agreements. In some cases, though, negotiators simply lose sight of what they are after and
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