TEN THINKING TECHNIQUES

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THE INDUSTRY FOUR

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■ Thinking is a natural process for humans.

■ It's a kind of continuous process, which keeps working in our conscious and subconscious mind, evenly when we are sleeping, in the form of dreams.

■ Every human thinks in a different style or in a combination of styles as per the specific environment and situation.

■ Ultimately this is the thinking style capabilities that differentiate a person from another person.

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Considering the importance of the thinking process, I have tried to compile 10 Thinking Techniques.

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Here are these 10 thinking techniques.

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■ Design Thinking is one of the unique subjects which not only touches the technological territory but also accumulates the techniques from the Management and Art domains.

■ Design thinking?is a term used to represent a set of?cognitive, strategic, and practical processes by which design concepts are developed.

■ Design Thinking is not an exclusive property of designers—all great innovators in literature, art, music, science, engineering, and business have practiced it.

■ Design thinking is also connected with solutions for the innovation of products and services within business and public perspectives.

■ Design Thinking is centered around a deep interest in developing an understanding of the people for whom we are designing the products or services.

■ Design Thinking is an iterative process in which we seek to understand the user challenges and redefine problems, to identify alternative strategies and resolutions that might not be immediately visible with our initial level of knowledge.

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■ But, according to me, this theory/concept should be named "Inspired Thinking", rather than "Design Thinking".

■ My logic behind this argument is that the center of this theory/concept is focused on customer experience and innovative ideas to create new value propositions and ultimately come up with new products and services.

■ And to spark the "Design Thinking" process, one must use Creativity with an Inspired Mindset.

■ So, in nutshell, inspired thinking is the starting point of our journey which leads us to cultivate the outcome of "Design Thinking" while using Creativity as a mandatory Tool.

■ Further needless to say Curiosity is going to act as a Catalyst at every step of the Design Thinking Process from Inspire to Evaluate.

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■ 1. Inspire the Design Thinking Mindset

■ 2. Empathize to understand the customer and user perspective

■ 3. Define and identify the challenges, pain points, and needs

■ 4. Ideate to find the options and solutions

■ 5. Prototype to create the initial Proofpoint

■ 6. Test to verify your idea with associated logic

■ 7. Implement to bring the outcome

■ 8. Feedback to verify the fulfillment of the purpose

■ 9. Evaluate to improve and adapt to change

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■ Critical thinking is the analysis of available facts, evidence, observations, and arguments to form a judgment.

■ Critical thinking might be described as the ability to engage in reflective and independent thinking.

■ In essence, critical thinking requires us to use our ability to reason. It is about being an active learner rather than a passive recipient of information.

■ Critical Thinking is a way of thinking about particular things at a particular time; it is not the accumulation of facts and knowledge or something that you can learn once and then use in that form forever, such as the mathematics table we learn and use in school.

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■ Critical thinking is the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action.

■ In its exemplary form, it is based on universal intellectual values that transcend subject matter divisions: clarity, accuracy, precision, consistency, relevance, sound evidence, good reasons, depth, breadth, and fairness.

■ Critical thinking is the ability to think clearly and rationally, understanding the logical connection between ideas.?

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■ Critical thinking of any kind is never universal in any individual; everyone is subject to episodes of undisciplined or irrational thought.

■ Its quality is therefore typically a matter of degree and dependent on, among other things, the quality and depth of experience in each domain of thinking or with respect to a particular class of questions.

■ No one is a complete critical thinker, but only to a certain degree, with certain insights and blind spots, subject to certain tendencies towards self-delusion.

■ For this reason, the development of critical thinking skills and dispositions is a life-long endeavor.

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■ Critical thinking is thinking about things in certain ways to arrive at the best possible solution in the circumstances.

■ Critical thinkers rigorously question ideas and assumptions rather than accepting them at face value.

■ They will always seek to determine whether the ideas, arguments, and findings represent the entire picture and are open to finding that they do not.

■ Critical thinkers will identify, analyze, and solve problems systematically rather than by intuition or instinct.

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■ Lean thinking is a framework that aims to provide a new way to think about how to organize activities & processes to deliver more benefits to Industry & Society and value to individuals while eliminating waste.

■ When you hear about Lean thinking,?chances are you think about a process. While this is fundamentally what lean thinking is, there’s more to it than just a process. Overall, lean thinking is a business philosophy that can be applied to any and every type of business or organization, pushing better results for more growth and success.?

■ Lean thinking is a term used to describe the process of making business decisions in a Lean way. It’s regarded as the foundation of any Lean practice.

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■ The aim of lean thinking is to create a lean culture, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers, and the environment.

■ The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting culture (basic thinking, mindset & assumptions) will deliver more value at less expense while developing every employee's confidence, competence, and ability to work with others.

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■ Lean thinking is a proven system that scales to large development, as evidenced by Toyota and others. Although most often applied to products, it is also used in service areas. Toyota developed a system of decision-making practices & guiding principles that was called the Toyota Production System (TPS).

■ Lean thinking?is most well-known in the manufacturing and engineering industries, but its principles are applicable to every business. In fact, most businesses in various industries use lean thinking concepts to improve their processes and bottom line.?

■ Lean is a way of thinking about creating needed value with fewer resources and less waste. And lean is a practice consisting of continuous experimentation to achieve perfect value with zero waste.

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■ Lean thinking always starts with the customer. What does the customer value? Or, stated differently and in a way that invites concrete action, what problem does the customer need to solve??

■ Lean practice begins with the work–the actions that directly and indirectly create value for the customer–and the people doing that work.

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■ Lateral thinking means taking a creative approach to a problem or challenge.

■ It is a way of solving problems using an indirect and creative approach via logic that is not immediately apparent.

■ It involves ideas that may not be practical using only conventional step-by-step logic.

■ The term was first used in 1967 by Maltese psychologist Dr. Edward de Bono in his book The Use of Lateral Thinking.

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■ Critical thinking is mainly concerned with evaluating the true value of statements and seeking errors while lateral thinking concentrates more on the "movement value" of statements and ideas.

■ A person uses lateral thinking to move from one known idea to new ideas.

■ It fundamentally requires being able to think creatively or "outside the box" to solve a problem or challenge.

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■ Commonly, logical thinking is used to solve problems in a direct, straightforward way (also known as vertical thinking).

■ Lateral thinking, however, looks at things from a sideways perspective (also known as horizontal thinking), to find answers that aren't immediately apparent.

■ Lateral thinking is about a person’s capability to deal with problems by imagining solutions that cannot be arrived at via reasonable or logical means.

■ Or, to put it in simpler terms: the ability to create original answers to difficult questions.

■ This is the essence of creativity, and all businesses benefit from it at times of change—when conventional techniques are doubtful to get the required results.

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■ Seeking to solve problems by using unique methods.

■ A process to look at things in a different way

Thinking that complements analytical & critical thinking.

■ A fast, effective tool used to help individuals, teams & companies solve tough problems & create new products, processes & services.

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■ Psychologist?Edward de Bono, who developed the concept of lateral thinking, argued that the brain thinks in two stages:

■ The first is the perceiving stage, where the brain chooses to frame its environment in a certain way, identifying a particular pattern.

■ The second stage uses that pattern, that particular way of looking at the environment, and builds upon it to reach a conclusion.

■ No matter how effective we are at the vertical thinking of the second stage, better vertical thinking can never correct errors that have arisen in the first stage.

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Convergent and Divergent thinking is like two sides of a coin and acts as mutually complementary two-way thinking.

■ Convergent thinking is a term coined by Joy Paul Guilford (who also coined the term for the ‘opposite’ way of thinking, ‘Divergent Thinking’).

■ Convergent thinking is the type of thinking that focuses on coming up with a single, well-established answer to a problem. It is oriented toward deriving the single best, or most often the correct answer to a question.

■ Convergent thinking emphasizes speed, accuracy, and logic and focuses on recognizing the familiar, reapplying techniques, and accumulating stored information.

■ It is most effective in situations where an answer readily exists and simply needs to be either recalled or worked out through decision-making strategies. ?

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It generally means the ability to give the "correct" answer to standard questions that do not require significant creativity.

■ A critical aspect of convergent thinking is that it leads to a single best answer, leaving no room for uncertainty. In this view, answers are either right or wrong.

■ The solution that is derived at the end of the convergent thinking process is the best possible answer the majority of the time.

■ This contrasts with divergent thinking where judgment is deferred while looking for and accepting many possible solutions.

■ Convergent thinking is often used in conjunction with divergent thinking. Divergent thinking is a thought process or method used to generate creative ideas by exploring many possible solutions.

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Divergent thinking typically occurs in a spontaneous, free-flowing manner, where many creative ideas are generated and evaluated.

■ Multiple possible solutions are explored in a short amount of time, and unexpected connections are drawn. Once a sufficient number of ideas have been explored, convergent thinking can be used.

■ Divergent thinking is the opposite of convergent thinking and involves more creativity. With this type of thinking, you can generate ideas and develop multiple solutions to a problem.

■ While divergent thinking often involves brainstorming for many possible answers to a question, the goal is the same as convergent thinking—to arrive at the best solution.?

■ In theory, convergent and divergent thinking are two completely different aspects of thinking. However, they hold more in common than one might realize.

■ Although they are completely different in terms of the basic meaning of the terms and how they work, the major purpose is the same.

■ Both these thinking processes are implemented in order to explore?creativity?and find?solutions?to different problems.

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Systems thinking is a way of making sense of the complexity of the world by looking at it in terms of wholes and relationships rather than by splitting it down into its parts.

■ The systems thinking approach contrasts with traditional analysis, which studies systems by breaking them down into their separate elements.

■ Systems thinking is an approach to analysis that zeros in on how the different parts of a system interrelate and how systems work within the context of other, larger systems.

■ Systems thinking is a holistic way to investigate factors and interactions that could contribute to a possible outcome.

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When it comes to managing organizations, many find systems thinking an effective approach, as it sees how different complex entities interact and influence each other and make up the whole system.

■ Different divisions or teams within an organization connect with and affect each other. Ideally, they work together toward a goal.

■ Business leaders who are systems thinkers see “the big picture”, and that is what they focus on to maximize performance within the organization.

■ Aside from understanding how various components work with and affect each other, systems thinkers also consider how their actions in any component can affect the system as a whole.

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There are systems all around us. For example, our family unit is a system, while the community in which we live is another. That community is part of a bigger system of a county or city.

■ By learning to view the world as a series of systems, and by understanding our part within them, we can begin to make better decisions, perform better and contribute more.

■ Leading and managing services within large complex systems is challenging. The problems facing organizations are so complex that they resist simple solutions, and leaders are often trying to navigate many competing and conflicting challenges and relationships when making decisions.

■ Systems thinking is an approach to problem-solving that views ‘problems’ as part of a wider, and dynamic system. It is the process of understanding how things influence one another as part of a whole.

■ Systems thinking is an approach to integration that is based on the belief that the component parts of a system will act differently when isolated from the system’s environment or other parts of the system.

■ Systems thinking in practice encourages us to explore inter-relationships (context), perspectives (factors), and boundaries (scope, and scale).

■ Systems thinking is particularly useful in addressing complex or wicked problem situations. These problems cannot be solved by any one actor, any more than a complex system can be fully understood from only one perspective.

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Parallel thinking is a term coined by Edward de Bono. In general, parallel thinking is a further development of the well-known lateral thinking processes, focusing even more on explorations—looking for what can be rather than for what is.

■ Parallel thinking is defined as a thinking process where the focus is split in specific directions.?

■ Parallel thinking is described as a constructive alternative to "adversarial thinking"; debate. Parallel thinking is defined as a thinking process where the focus is split in specific directions.

■ In Parallel Thinking, practitioners put forward as many statements as possible in several (preferably more than two) parallel tracks.

■ This leads to?the exploration?of a subject where all participants can contribute, in parallel, knowledge, facts, feelings, etc.

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The background of Parallel Thinking is from the argument process where the argument is the basis of our normal thinking. The strongest form of this type of thinking is in the law courts where the prosecution takes one side of the argument and the defense the other side.

■ Each strives to prove the other side wrong. The “truth” is to be reached by argument. There is a place for argument, and an argument is a useful tool of thinking. But the argument is inadequate as the main tool of thinking.

■ Argument lacks constructive energies, design energies, and creative energies. Pointing out faults may lead to some improvement but does not construct something new. Synthesizing both points of view does not produce a stream of new alternatives.

■ Today in business, as elsewhere, there is a huge need to be constructive and creative. There is a need to solve problems and open up opportunities. There is a need to design new possibilities, not just to argue between two existing possibilities.

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The traditional argument method is totally useless for such a design process. Instead, we need Parallel Thinking, where each thinker puts forward his or her thoughts in parallel with the thoughts of others-not attacking the thoughts of others.

■ The parallel thinking method is of fundamental importance because it provides us, for the first time, with a practical method of constructive thinking. We now have a more constructive alternative to argument or drifting discussion.

■ When we think in the normal way, we try to do too much at once. We may be looking at the information, forming ideas, and judging someone else’s ideas all at the same time.

■ Whereas the Parallel Thinking method allows us to unbundle thinking. Instead of trying to do everything at once, we separate out the different aspects of thinking. This way we can pay full attention to each aspect in turn.

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Recent strategic thought points ever more clearly towards the conclusion that the critical strategic question is not the conventional "What?", but "Why?" or "How?".

■ Strategic thinking is defined as a thinking process applied by an individual in the context of achieving a goal in a business. As a cognitive activity, it generates thought.

■ Strategic thinking, in the context of an organization, is the process of developing ideas, either individually or in teams, to determine a course of action.

■ Successful strategic thinking depends on critical and creative thinking ability as well as business knowledge, insights, and experience.

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When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create a competitive advantage for a firm or organization.

■ strategic thinking can be done individually, as well as collaboratively among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a creative dialogue, where individuals gain other people's perspectives on critical issues.

■ Strategic thinking includes finding and developing a strategic foresight capacity for an organization, by exploring all possible organizational futures and challenging conventional thinking to foster decision-making today.

■ Strategic thinking skills are among the most highly sought-after management competencies. Why? Because employees capable of thinking critically, logically, and strategically can have a tremendous impact on a business’s trajectory.

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The strategist or Strategic Thinker must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis to produce from these data the diagnosis itself—and the diagnosis in fact amounts to a choice between alternative courses of action.

■ Strategic thinking focuses on finding and developing unique opportunities to create value by enabling a provocative and creative dialogue among people who can affect an organization’s direction.

■ Strategic thinking is the input to strategic planning. Good strategic thinking uncovers potential opportunities for creating value and challenges assumptions about an organization’s value proposition so that when the strategic plan is created, it targets these opportunities.

■ Strategic thinking is a way of understanding the fundamental drivers of a business and challenging conventional thinking. Finally, strategic thinking is having an awareness of what has not yet taken shape, and having foresight. Therefore, organizations should encourage forward-thinking.

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■ Numerous problems and challenges involve the vertical, analytical, step-by-step approach.

■ This approach is known as linear thinking which is based on logic, existing solutions, and experience, where we know from where to start & what to do to reach a resolution, like following a recipe or MoP – Method of Procedures.

■ However, many problems and challenges, are too complex for this essential path of reasoning and solving.

■ There might be several potential solutions, which don’t offer any clues; unless we realize our way of thinking is mostly locked into a tight space and we need an entirely different approach.

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■ “The box” implies the apparent limitations of our limited point of view to solve the problems in linear & vertical ways.

■ Problem solvers often don’t realize what their limitations are when considering problems.

■ Rather than be trapped by logic and assumptions, we must learn to stand back and use our imagination to see the big picture.

■ Lateral Thinking – A kind of disruptive thinking by a paradigm shift of the thinking environment.

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■ By following these steps, we would be able to step into disruptive thinking through a paradigm shift in the thinking environment.

■ Focus on ignored aspects of a situation/problem.

■ Challenge assumptions – to break free from traditional ways of understanding a problem/concept/solution.

■ Seek alternatives – not just alternative potential solutions, but alternative ways of thinking about problems.

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■ 1.?Idea-generating tools intended to break current thinking patterns—routine patterns, the status quo.

■ 2.?Focus tools intended to broaden where to search for new ideas.

■ 3.?Harvest tools are intended to ensure more value is received from the idea-generating output.

■ 4.?Treatment tools that promote consideration of real-world constraints, resources, and support.

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In summary, we can say that Lateral thinking is a way of approaching problems in diversified and differentiated ways.

■ Edward de Bono, who developed the concept of lateral thinking, lays out 4 specific lateral thinking techniques: awareness, random stimulation, alternatives, and alteration.

■ Instead of linear & vertical thinking, which relies solely on logic, Lateral Thinking is a systematic process of using your ability to think in a different way.

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■ Creative thinking is a way of looking at situations from a fresh perspective and with different angles.

■ It's an inventive thought process that results in surprising conclusions and new ways of doing things.

■ Creativity is, therefore, our ability to form something new out of what’s presented.

■ It’s our ability to think differently and provide new angles and perspectives to a solution.

■ This can translate to a new solution that wasn’t there or even the realization that a problem doesn’t need a solution now or at all.

■ Creative thinking is the process of nurturing your imagination allowing you to “think out of the box”.

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■ Creative thinking means we can come up with new ways to think about the surrounding world to make something innovative.

■ Critical thinking can be described as “thinking about thinking”.

■ It means we can understand the way our perception works to identify flaws in our reasoning and avoid biases.

■ Creative thinking can be stimulated both by an unstructured process such as brainstorming and by a structured process such as lateral thinking.

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■ The “6 Thinking Hats” is a system designed by Edward de Bono as an approach to promote creative thinking.

■ The theory is that the human brain thinks in several distinct ways which can be purposefully challenged.

■ Due to this ability, our minds can be planned for use in a structured way allowing one to develop tactics for thinking about particular issues.

■ De Bono identifies six distinct directions in which the brain can be challenged.

■ The ‘6 Thinking Hats’ separates thinking into 6 different roles, each role identified with a colored symbolic thinking hat.

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? 1.??????????? ?????? | Facts & Information –

Stating facts and information, things you already know.

?? 2.????????????? ?????? | Positive –

Looking at the bright side, being optimistic and positive, adding value and benefits.

?? 3.??????? ??????| Feelings & Emotions –

Expressing feelings and emotions, your reactions and opinions.

?? 4.????????? ?????? | The Big Picture –

Managing and controlling, looking at the bigger picture.

?? 5.??????????? ?????? | New Ideas –

Exploring other alternatives, and generating new ideas and solutions.

? 6.??????????? ?????? | Negative –

Being realistic and practical, being cautious, finding where things might go wrong, and discovering dangers and difficulties.

■ The above 6 Hats, when combined, allow our minds to think in a creative way.

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KULDEEP KAUSHIK

THE INDUSTRY FOUR?▌www.theindustryfour.org

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THE INDUSTRY FOUR

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▌?theindustryfour.org

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A knowledge artifact by -?KULDEEP KAUSHIK

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