Resolving a Business Argument

Six Thinking Hats
Knowledge Center

 

Next Topic

Six Thinking Hats > Forum > Resolving a Business Argument

Resolving a Business Argument
Gary Wong, Consultant, Canada, SIG Leader
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
 

Please register now to read all responses and to join this discussion yourself. It's easy and 100% free.

    Log in

 
Be and Think in Their Shoe
Jacob Andrews, Entrepreneur, United Arab Emirates, Member
(...)
 

 
Resolving a Business Argument
julia burlacu, Entrepreneur, Mexico, Member
(...)
 

 
Resolving a Business Argument
Jos Essers, Coach, Netherlands, Member
(...)
 

 
Thinking, not Labelling
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
Thinking with Difficult People
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
A Team Multiply not Just Sum Strengths of Team Members
Javier Elenes, Business Consultant, Mexico, Member
(...)
 

   

 
Six Thinking Hats Effective Method Equating to Collaboration versus Competition
KATHRYN STEINER, MBA, Entrepreneur, United States, Member
(...)
 

 
Thomas-Kilmann Conflict Mode Instrument
sammie, Management Consultant, United States, Member
(...)
 

 
How to Deal with Rigid, Difficult People
Broli, Consultant, South Africa, Member
(...)
 

 
Putting Yourself in Their Shoes
SYED ATIF ALI, Student (University), Pakistan, Member
(...)
 

 
Be and Think in Their Shoe
wafaa, Sudan, Member
(...)
 

   

 
Resolving a Business Argument
melchiorre calabrese, Manager, Italy, Member
(...)
 

 
Understanding Eachother's Personalities
Bill Boynton, Teacher, United States, Member
(...)
 

 
Resolving a Business Argument
Leodegardo M. Pruna, Professor, Philippines, Member
(...)
 

 
We are Talking About an Individual
Caroline A Vine, Manager, United Kingdom, Member
(...)
 

 
Conflict Can Be Beneficial
ARMSTRONG IDAHOR, HR Consultant, Nigeria, Member
(...)
 

 
Blue Hat Summary: We've Just Demonstrated Why we Need Six Thinking Hats!
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
Resolving a Business Argument
Darryl Lynn Jones
(...)
 

 
Resolving a Business Argument
Vachu Kabbinale, Student (MBA), India, Member
(...)
 

 
How to Deal with Disagreement about the Value of Benefits and Risks?
Damith Baduraliyage, Student (MBA), Sri Lanka, Member
(...)
 

   

 
Short or Long Hat Sequence
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
Sometimes a Problem Cannot Be Solved
Mahmood Azizi, Manager, Iran, Member
(...)
 

 
Resolving a Business Argument: Personality Types
SAMUEL NDUATI MBUGUA, Management Consultant, Kenya, Member
(...)
 

 
Effective Conflict Resolution is Vital to Organisation's Health
John Moses, Manager, Nigeria, Member
(...)
 

 
Dealing with Non-Cooperative Persons
Mandulo, Manager, South Africa, Member
(...)
 

 
Resolving a Business Argument Must Add Value
Taurai Nyamuzuwe, Student (MBA), Zimbabwe, Member
(...)
 

 
Resolving a Business Argument
Ranjan, Director, India, Member
(...)
 

 
Resolving a Business Argument..
VENKATESWARAN, Teacher, India, Member
(...)
 

 
Six Hats Fantastic for Resolving Issues
ernest agbenohevi, Consultant, Ghana, Member
(...)
 

 
Resolving a Business Argument: Get Rid of the Anger First :-)
Strauss, Manager, South Africa, Member
(...)
 

 
The Role of Time in the Thomas-Kilmann Conflict Mode Instrument
Jim Liang, Management Consultant, Australia, Member
(...)
 

 
Resolving a Biz Argument
Amir Momendoust, Manager, Iran, Member
(...)
 

 
Managing Primary Feelings
Dr zahra gheidar, Consultant, Iran, Member
(...)
 

 
Resolving a Business Argument - Stick to the Facts
T Macey, Manager, United Kingdom, Member
(...)
 

 
Hat Sequence - Stick to the Facts
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
Resolving a Business Argument
claudio pizzi, Business Consultant, Argentina, Member
(...)
 

 
Managing Ego Among Subordinates
robin umiom, Entrepreneur, Nigeria, Member
(...)
 

   

 
Dealing with High Ego's
Wisdom Amegbletor, CEO, Ghana, Member
(...)
 

   

 
Controlling Time using a Six Thinking Hats Sequence
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
Work with Other's Ego
Plyin, Manager, China, Member
(...)
 

   

 
Two Levels of Self Esteem / Ego
claudio pizzi, Business Consultant, Argentina, Member
(...)
 

 
Administrative Theory is Important
JOSE AGUILAR, Project Manager, Guatemala, Member
(...)
 

 
Dialogue the Need for Listening
Bill Boynton, Teacher, United States, Member
(...)
 

 
Parallel Thinking Greatly Aids Listening to Understand
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

 
Documenting May Assist with Resolution Utilizing Six Hats
KATHRYN STEINER, MBA, Entrepreneur, United States, Member
(...)
 

 
Hats Applied But it Went Wrong
Caroline A Vine, Manager, United Kingdom, Member
(...)
 

 
Apply the Black Hat with your colleague
melchiorre calabrese, Manager, Italy, Member
(...)
 

 
Co-worker Issue Resolved
julia burlacu, Entrepreneur, Mexico, Member
(...)
 

 
How to Deal with Disagreements at Work
Jaap de Jonge, Management Consultant, Netherlands
(...)
 

 
How to Handle Disagreement in your Team as a Manager
Jaap de Jonge, Management Consultant, Netherlands
(...)
 

 
Hats and Sequences to Use in Case of Disagreement in your Team
Gary Wong, Consultant, Canada, SIG Leader
(...)
 

         
Special Interest Group Leader
Gary Wong
Consultant

Six Thinking Hats
Summary
Forum
Best Practices


Six Thinking Hats
Knowledge Center

 

Next Topic



About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
2019 12manage - The Executive Fast Track. V15.2 - Last updated: 11-12-2019. All names of their owners.