think positively.
It is the optimistic viewpoint that helps you to see all the benefits of the
decision and the value in it, and spot the opportunities that arise from it. Yellow Hat thinking
helps you to keep going when everything looks gloomy and difficult
The Green Thinking Hat -stands for creativity. This is where you can develop creative
solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism
of ideas. It's an opportunity to express new concepts and new perceptions.
The Blue Thinking Hat - stands for process control. This is the hat worn by people chairing
meetings. When running into difficulties because ideas are running dry, they may direct
activity into Green Hat thinking. When contingency plans are needed, they will ask for Black
Hat thinking, and so onliThis is the hat of the leader/ facilitator. Use this hat at the start and
end of the discussion.
The main benefits of the Six Thinking Hats method are the following: BENEFITS allows you
to say things without risk; generates understanding that there are multiple perspectives on an
issue; is a convenient mechanism for “switching gears”; focuses thinking; leads to more
creative thinking; improves communication; and improves decision making.
Using Six Thinking Hats®, you and your team will learn how to use a disciplined process
which will..
Maximize productive collaboration and minimize counterproductive
interaction/behavior
Consider issues, problems, decisions, and opportunities systematically
Use Parallel Thinking as a group or team to generate more, better ideas and solutions
Make meetings much shorter and more productive
Reduce conflict among team members or meeting participants
Stimulate innovation by generating more and better ideas quickly
Create dynamic, results oriented meetings that make people want to participate
Go beyond the obvious to discover effective alternate solutions
Spot opportunities where others see only problems
Think clearly and objectively
View problems from new and unusual angles
Make thorough evaluations
See all sides of a situation
Keep egos and "turf protection" in check
Achieve significant and meaningful results in a less time
The employee life cycle (ELC, also sometimes spelled as employee lifecycle) is a human
resources model that identifies stages in employees’ careers to help guide their management
and optimize associated processes.
Specific employee life cycle models vary but common ELC stages include:
Recruitment: This stage includes all the processes leading up to and including the hiring of a
new employee. E-recruitment software may be used to automate some of the selection
process, for example filtering applications and resumes for requirements. Personality
profileassessment tools such as the Predictive Index (PI) are also sometimes used to try to
ensure the best possible fit between job and employee.
Onboarding: In this relatively brief stage, the employee is added to the organization's
identity and access management (IAM) system. The stage includes ensuring that the
employee has access to any applications and systems that are required for his job.
Orientation:In this stage, the employee settles into the job, integrates with the corporate
culture, familiarizes himself with coworkers and management, and establishes his role within
the organization
Career planning: During the planning stage, the employee and management collaboratively
develop objectives and goals. Personality profile assessments are sometimes used in
conjunction with an evaluation of the employee’s performance to date.
Career development: In this stage, the employee matures in his role in the organization.
Professional development frequently involves additional training. The challenges in this stage
are employee engagement and retention.
Termination: In this final stage, sometimes referred to as “transition,” the employee leaves
the organization. The specific processes are somewhat dependent upon whether the departure
is the result of resignation, firing or retirement. However, in any case, offboarding is a feature
– the employee is removed from the IAM system. Many organizations schedule exit
interviews in an attempt to get useful input from the departing employee.