Resolving a Business Argument

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Please register now to read all responses and to join this discussion yourself. It's easy and 100% free.     Log in 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. Sign up for 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 (...)     The Six Thinking Hats for Resolving Business Arguments Yigzaw Bayew (...)     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 May Require Analysis First Mahmoud (...)     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 (...)     Resolving a Business Arguement Adamson (...)     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 (...)     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 (...)     Understanding Each Others Personalities Andyson Mupeta (...)     Dealing with High Ego's Wisdom Amegbletor, CEO, Ghana, Member (...)     Gleaning Well-rounded Synergistic Feedback Darryl Lynn Jones (...)     Controlling Time using a Six Thinking Hats Sequence Gary Wong, Consultant, Canada, SIG Leader (...)     Work with Other's Ego Plyin, Manager, China, Member (...)     Work with Other's Ego Adamson (...)     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 (...)

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