Resolving a Business Argument

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We've all been in arguments, such as when one person wants to proceed with something, but the other wants to stop. A resolution requires empathic listening, the ability to put yourself in the "other person's shoes" and view an issue from the other's perspective. Here's how a Six Thinking Hats Short Sequence can be used for 2 persons / parties. The hat sequence is: blue > yellow > black > red > blue. 1. Blue hat: let's agree together to look at the pros and cons of the options (in this example, proceeding and stopping.) 2. Yellow hat: now let's both list the benefits of each option. Listen to each other and work to build a list together. 3. Black hat: now let's both list the risks/faults of each option. Again listen and work together. 4. Red hat: check for changes in feelings. Listen for clues like: "oh, now I understand where you're coming from... Gosh, I never thought about that..." are people emotionally willing to have a healthy discussion? 5. Blue hat: decide on next steps. (...) Read more? Sign up for free

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		Be and Think in Their Shoe Jacob Andrews, Entrepreneur, United Arab Emirates, Member
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		Resolving a Business Argument julia burlacu, Entrepreneur, Mexico, Member
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		Resolving a Business Argument Jos Essers, Coach, Netherlands, Member
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		Thinking, not Labelling Gary Wong, Consultant, Canada, SIG Leader
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		Thinking with Difficult People Gary Wong, Consultant, Canada, SIG Leader
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		A Team Multiply not Just Sum Strengths of Team Members Javier Elenes, Business Consultant, Mexico, Member
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		The Six Thinking Hats for Resolving Business Arguments Yigzaw Bayew
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		Six Thinking Hats Effective Method Equating to Collaboration versus Competition KATHRYN STEINER, MBA, Entrepreneur, United States, Member
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		Thomas-Kilmann Conflict Mode Instrument sammie, Management Consultant, United States, Member
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		How to Deal with Rigid, Difficult People Broli, Consultant, South Africa, Member
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		Putting Yourself in Their Shoes SYED ATIF ALI, Student (University), Pakistan, Member
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		Be and Think in Their Shoe wafaa, Sudan, Member
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		Resolving a Business Argument May Require Analysis First Mahmoud
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		Resolving a Business Argument melchiorre calabrese, Manager, Italy, Member
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		Understanding Eachother's Personalities Bill Boynton, Teacher, United States, Member
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		Resolving a Business Argument Leodegardo M. Pruna, Professor, Philippines, Member
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		We are Talking About an Individual Caroline A Vine, Manager, United Kingdom, Member
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		Conflict Can Be Beneficial ARMSTRONG IDAHOR, HR Consultant, Nigeria, Member
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		Blue Hat Summary: We've Just Demonstrated Why we Need Six Thinking Hats! Gary Wong, Consultant, Canada, SIG Leader
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		Resolving a Business Argument Darryl Lynn Jones
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		Resolving a Business Argument Vachu Kabbinale, Student (MBA), India, Member
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		How to Deal with Disagreement about the Value of Benefits and Risks? Damith Baduraliyage, Student (MBA), Sri Lanka, Member
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		Resolving a Business Arguement Adamson
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		Short or Long Hat Sequence Gary Wong, Consultant, Canada, SIG Leader
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		Sometimes a Problem Cannot Be Solved Mahmood Azizi, Manager, Iran, Member
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		Resolving a Business Argument: Personality Types SAMUEL NDUATI MBUGUA, Management Consultant, Kenya, Member
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		Effective Conflict Resolution is Vital to Organisation's Health John Moses, Manager, Nigeria, Member
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		Dealing with Non-Cooperative Persons Mandulo, Manager, South Africa, Member
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		Resolving a Business Argument Must Add Value Taurai Nyamuzuwe, Student (MBA), Zimbabwe, Member
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		Resolving a Business Argument Ranjan, Director, India, Member
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		Resolving a Business Argument.. VENKATESWARAN, Teacher, India, Member
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		Six Hats Fantastic for Resolving Issues ernest agbenohevi, Consultant, Ghana, Member
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		Resolving a Business Argument: Get Rid of the Anger First :-) Strauss, Manager, South Africa, Member
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		The Role of Time in the Thomas-Kilmann Conflict Mode Instrument Jim Liang
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		Resolving a Biz Argument Amir Momendoust, Manager, Iran, Member
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		Managing Primary Feelings Dr zahra gheidar, Consultant, Iran, Member
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		Resolving a Business Argument - Stick to the Facts T Macey, Manager, United Kingdom, Member
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		Hat Sequence - Stick to the Facts Gary Wong, Consultant, Canada, SIG Leader
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		Resolving a Business Argument claudio pizzi, Business Consultant, Argentina, Member
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		Managing Ego Among Subordinates robin umiom, Entrepreneur, Nigeria, Member
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		Understanding Each Others Personalities Andyson Mupeta
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		Dealing with High Ego's Wisdom Amegbletor, CEO, Ghana, Member
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		Gleaning Well-rounded Synergistic Feedback Darryl Lynn Jones
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		Controlling Time using a Six Thinking Hats Sequence Gary Wong, Consultant, Canada, SIG Leader
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		Work with Other's Ego Plyin, Manager, China, Member
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		Work with Other's Ego Adamson
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		Two Levels of Self Esteem / Ego claudio pizzi, Business Consultant, Argentina, Member
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		Administrative Theory is Important JOSE AGUILAR, Project Manager, Guatemala, Member
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		Dialogue the Need for Listening Bill Boynton, Teacher, United States, Member
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		Parallel Thinking Greatly Aids Listening to Understand Gary Wong, Consultant, Canada, SIG Leader
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		Documenting May Assist with Resolution Utilizing Six Hats KATHRYN STEINER, MBA, Entrepreneur, United States, Member
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		Hats Applied But it Went Wrong Caroline A Vine, Manager, United Kingdom, Member
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		Apply the Black Hat with your colleague melchiorre calabrese, Manager, Italy, Member
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		Co-worker Issue Resolved julia burlacu, Entrepreneur, Mexico, Member
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		How to Deal with Disagreements at Work Jaap de Jonge, Editor, Netherlands
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		How to Handle Disagreement in your Team as a Manager Jaap de Jonge, Editor, Netherlands
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		Hats and Sequences to Use in Case of Disagreement in your Team Gary Wong, Consultant, Canada, SIG Leader
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