好的计划总是需要做validation的，那么来看看以前的todo list现在怎么样了：

1。完成Quality Plan - Done

2。完成Defect Prevention & Causal Analysis and Resolution - Done

3。完成Parallel Thinking with Six Thinking Hats Training - Done

下面就是Note：

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<6 Thinking Hats Define>
White Hat - Information and Data
White Hat is always neutral and objective. It is for seeking and sharing data and information – information that is known, information that is unknown but needed, and where that needed information might be found. White Hat covers the full range of information, from information that is believed to information that is provable.

Red Hat - Feelings and Intuition
Red Hat thinking is for putting forth hunches or intuition about the subject. It is also for expressing feelings and emotions at a specific point. Because no justification is allowed under Red Hat thinking, time is usually quite limited. Keep in mind that Red Hat feelings and hunches exist at a particular point in time, and may change later.

Yellow Hat - Why It May Work
Yellow Hat thinking is the logical positive. In this mode of thinking, logical reasons for statements should be offered if they are not obvious. Yellow Hat thinking presents values, benefits, and feasibility – both now and in the future. Here, we are looking for the good in something, or why it may work.

Black Hat - Why It May Not Work
Black Hat thinking, the opposite of Yellow Hat thinking, is for logical caution thinking. Pointing out faults, cautions, and problems is both valuable and necessary. However, these kinds of logical but critical statements should be expressed at specific times. Otherwise, as you may have noticed, Black Hat thinking can be overdone.

Green Hat - Creative Thinking
Green Hat thinking is the time set aside for creativity, new ideas, new concepts, and for listing known alternatives. Often, Green Hat thinking is used to overcome Black Hat problems or difficulties. It is also used to strengthen or reinforce Yellow Hat values and benefits. Green Hat thinking is not the place to express judgment or criticism.

Blue Hat - Managing the Thinking
Blue Hat thinking is primarily the responsibility of a trained Six Thinking Hats leader. The leader is responsible for setting the thinking focus and for determining the hat sequence or thinking agenda. The trained leader using the Blue Hat usually offers summaries for the group to consider, either during the process, or at the end of the process. At specific times, the leader may need to redirect the thinking of the group by calling for a sequence change, or the use of a single hat. The leader, using the Blue Hat, thinks about and helps direct the thinking of the group in the most effective and efficient way. It is acceptable for others to interrupt under Blue Hat Thinking to clarify a process point or request a certain type of thinking if they feel it is needed. However, this is an exception. The goal is for everyone other than the Blue Hat leader to remain in the hat in use at that moment to drive better exploration.
=======================
<Impletement 6 Thinking Hats>
Leader's Role and Responsibilities:

Participant’s Role and Responsibilities:

Participants Are Late
Example:
The meeting start is delayed because one or more participants show up late. Often the late participants must then be briefed on the discussions to that point, wasting the time of the group.
Solution:
There are many reasons why participants may be late to a meeting. Some reasons are legitimate, and others are not. In some cases, the participant may feel that the meeting is of little value, so that missing some of it would have no detrimental effect. When team meetings become shorter and more productive, punctuality often improves.

Lack of Preparation
Example:
Some participants arrive unprepared for the meeting. Because of this, relevant data or information is often missing.
Solution:
To ensure better preparation, Six Hat leaders often request that participants do some Six Hat thinking on a specific issue before the meetings. Pre-meeting thinking about issues allows participants to identify specific data and information (White Hat) that need to be gathered and brought to the meeting.

Lack of Focus
Example:
There is no clear focus to the thinking or discussion. Even with an agenda, the team's thinking and discussion rambles within a single agenda item.
Solution:
One of the primary responsibilities of the Blue Hat leader is to clearly define the focus of the thinking and redirect participants back to it if they stray. The well-defined six modes of thinking allows little room for rambling.

Drift
Example:
There is undisciplined movement from one subject of discussion to another.
Solution:
The Blue Hat leader is trained to keep the group on a well-defined thinking task. Participants understand this and tend to honor the leader's direction. There is an increased process awareness by the team members, because there is now a process of which to be aware.

Influence of Rank
Example:
Individuals who have higher "rank" or more "power" may influence the others, either intentionally or unintentionally. At times, others may willingly wait for the higher-ranking individual to express a view, then automatically agree.
Solution:
In the Six Thinking Hats framework, all participants must offer thoughts under each of the hats, regardless of who is involved. Everyone understands the framework, and enjoys a degree of immunity. The focus is on full exploration through full involvement of all participants in each thinking mode. If necessary, the Blue Hat leader has the option to ask a person of higher rank to abstain, or wait until last to give input in each thinking mode.

Wasted Time
Example:
Time is not used wisely due to rambling discussions, argument, lack of needed data and information, or other breakdowns.
Solution:
The Blue Hat leader outlines time limits or time guidelines for each hat. These boundaries help participants distill their remarks so that the entire group can receive full input. In addition, time is saved that might otherwise be taken up with endless argument.

Hidden Agendas and Turf Protection
Example:
Meeting participants promote solutions that only benefit themselves or a group they represent. They seek to manipulate the discussion to their own ends.
Solution:
Hidden agendas will never be eliminated. Over time, however, participants come to trust the framework as a way to reach better team decisions. They are less likely to spend time preparing their case before going into team meetings where decisions are made. Participants are more open to designing a way forward, instead of defending a solution selected before the meeting.

Dominating Personalities
Example:
Specific individuals dominate the discussion by taking up time or exercising their debate or argument skills.
Solution:
Debating skills have no place in a Six Thinking Hats exploration. There is no space provided for argument. The Blue Hat leader has been trained to tactfully stop any form of domination, and give others time to be heard.

Non-contributors
Example:
Some participants contribute little or nothing to the discussions because of their individual personality styles. They may be uncomfortable with the confrontation inherent in argument.
Solution:
Participants who are uncomfortable with conflict are more likely to contribute when using the framework. The framework frees them from the fear of immediate counter-arguments. If others disagree with them, their points have to be made under another hat, and typical argument does not occur.

No Decisions Are Made
Example:
The team fails to reach a conclusion or decision for a wide variety of reasons.
Solution:
Decisions generally become easier when participants know all the facts and understand differing views.

No Follow Through
Example:
Even when decisions are made, the implementation is not carried out.
Solution:
Often, members of traditional teams do not accept the decision made. They may feel, correctly, that the decision was based on flawed information, or that it was forced in one way or another. Greater confidence in the decision-making process will give team members a greater sense of commitment to actually implement the decision.

No New Ideas
Example:
New ideas are not expressed, or new ideas that are expressed are not seriously considered and developed. New ideas are often attacked before they are given a chance.
Solution:
In most discussions, argument prevails, leaving little or no time devoted to new ideas. In the Six Thinking Hats framework, Green Hat thinking carves out a specific time and place for new ideas and improvements. The framework also promotes the design of new solutions, instead of continued debate about what exists. Applying Yellow Hat thinking prompts a thorough search for benefits in the new ideas, before they are attacked. Black Hat thinking gives plenty of time to uncover potential weaknesses and problems. And if the idea has been shown to have merit, time can be taken for more Green Hat thinking to fix or minimize the Black Hat problems.

Groupthink
Example:
The team makes quick decisions without sufficient information and without thoroughly exploring the consequences.
Solution:
Making decisions too quickly with insufficient information can be as bad as not making decisions at all. The Six Thinking Hats method ensures that some basic exploration is done before a decision is made, sometimes averting disaster.

*The End*

不过我不知道这个算不算太理想化的状态。。。

 

Liquid Pop Collective, pretty cool!

I do love this guy!

下午和朋友去看了Da vinci Code，果然全场都是同事，认识的不认识的。。。

 

电影呢，一般般了；

离场的时候，听到有同事在说：“可惜我们不是教徒，如果是天主教徒的话，一定有很深的感受。”

我和朋友听到这话不禁偷乐：“我们有信仰的也没看出什么很深的感受出来呀！”

 

恩，而且今天是看完了"how to resist evil"这个course才去看的电影，蛮合适的，呵呵

上周Evelyn（谢谢你！）很nice的借我一本书：《平衡的智慧－家庭、信仰和工作的优先词序原则》，作者是Intel的CTO，看了一遍，很不错～

 

作者认为的优先级顺序是：

1。明确道路：撰写个人使命宣言

2。最高价值观：信仰

3。家庭第二

4。工作第三

5。找到导师和伙伴，帮助你坚定的执行个人使命宣言

6。以身作证，做好“世上的盐和光”

 

以前我考虑问题，一般都会以工作/家庭 这2元化的方式来考虑，现在看来应该加入信仰这一条了～

 

其实个人使命宣言这个说法我在《高效人事的7个习惯》里面也有看到过，可惜因为太懒（做这个需要非常认真的自省，花1年都不见得能做好），一直没有去做。。。前端时间的迷失，也和这个有关系。。。

 

不过在看这个书的时候，我也在读bible，突然之间读到3个指导Young有关的章节（真的是在乱翻bible的时候连续的读到，不太可能是巧合）：

 

Psalms
{119:9 ~ 119:16}
 9     How can the young walk without fault? Only by keeping your words.
10    With all my heart I seek you; do not let me stray from your commands.
11    In my heart I treasure your promise, that I may not sin against you.
12    Blessed are you, O LORD; teach me your laws.
13    With my lips I recite all the edicts you have spoken.
14    I find joy in the way of your decrees more than in all riches.
15    I will ponder your precepts and consider your paths.
16    In your laws I take delight; I will never forget your word.

 

Proverbs
{4:10 ~ 4:13}
10    Hear, my son, and receive my words, and the years of your life shall be many.
11    On the way of wisdom I direct you, I lead you on straightforward paths.
12    When you walk, your step will not be impeded, and should you run, you will not stumble.
13    Hold fast to instruction, never let her go; keep her, for she is your life.

 

Ecclesiastes
{11:9 ~ 11:10}
9    Rejoice, O young man, while you are young and let your heart be glad in the days of your youth. Follow the ways of your heart, the vision of your eyes; Yet understand that as regards all this God will bring you to judgment.
10  Ward off grief from your heart and put away trouble from your presence, though the dawn of youth is fleeting.

 

恩，一定是我的pray有效果了～ 那么，要好好考虑撰写使命宣言了，因为我已经得到足够的启示了！

Praise God.

今天早上组织级的Quality Team对我们项目做了一个Health Check，我和leader一起参加了这次的check。

 

然则做下来的结果实在不能让人满意，看着那个check list不停的有item被记做No（而不是正常的Yes），外加n多Weakness，就感觉很郁闷啊。

 

而出问题最多的方面全是和Quality Plan有关，只能说这是我作为SQA的失职！

 

痛定思痛，现在的To-Do List如下：

1。完成Quality Plan

2。完成Defect Prevention & Causal Analysis and Resolution

3。完成Parallel Thinking with Six Thinking Hats Training

 

事情蛮多的

今天，啊不，昨天（5月4日）和一群朋友在世纪公园玩，超开心～ 不过现在的后遗症就是2条腿已经感觉不是自己的了。。。ft。。。

 

不管了，玩的high就好。

 

照片在这里

 

ps：世纪公园很漂亮，不过门票在五一期间涨价500％也实在过分了吧！