At the first stage of generating and developing ideas, it was an unorganised process of selecting random ideas through the utilization of brain storming themes, concepts and creative innovations. once completed, it was just a case of filling in all the 'blanks' in order to meet the criteria; raising money for a charity and being creative and innovative. There was no form or structure employed at this stage. Once the primary ideas had been developed, motivation was lost and the amount of work in the space of time became overbearing. Beard et al, 2006:234 highlights 'mind state certainly appears to be an important influence in learning to be creative.' it could be suggested this was a significant factor in the failure of original ideas, as neither managers would class themselves as creative, therefore took a backwards set in attempting to develop the ideas into something feasible. Falconar, 2000: 234 goes further to describe 'creative intelligence and self-liberation' the first description, works in reflecting the attitude and mentality in which lead to its failure, ' detachment, in which [he] felt cut off, as though [he] viewed the problem from far away' This helps highlight a key attribute in the failure of the event progression, as it proved hard to engage in creativity, acting as a determiner in whether to carry on with the event. In accepting the opportunity to manage coorindate the assessmentcentre for first year events management students and establishing important aims and objectives, ideas began to flow. These ideas were more structured and efficient and quickly matured into feasible arrangements and plans and tangible resources and capabilities. Within the space of a week and a half, the objectives had ben established into a working structure, and a smoothly run event.
In Hind sight...
In hind sight, certain methods such as 'Six Thinking Hats' would have helped in reducing stress and build more channels of understanding between managers. It became hard to differentiation between different tasks; they all merged which lead to high level of emotions that could have been avoided. De Bono, 2000: xi suggests the theory allows the thinker to do one thing at a time, separating emotions with logic and by putting on a certain hat it defines what type thinking will be taking place. This would have been effective in the process of programming and the logistics; the ways of thinking could have been divided up into more concentrated areas with a small overview of the rest, as personality types and different strengths were evident through the process. For example I would have dealt with the white and black hats, taking into consideration facts and figures whereas the other manager has a stronger sense of the green and yellow hat, being more optimistic. The six hats, would of helped achieve a less stressful hostile relationship, which inly occurred through over thinking and doing too much at once. De Bono, 2000: 11 states, ' The Six Hats method provides a neural and objective exploration of a subject - argument does not.' This in reflection could have helped a great amount in reducing emotion created through confusion.
Edward De Bono 'Six Thinking hats'
The White Hat calls for information known or needed. "The facts, just the facts."
The Yellow Hat symbolizes brightness and optimism. Under this hat you explore the positives and probe for value and benefit.
The Black Hat is judgment - the devil's advocate or why something may not work. Spot the difficulties and dangers; where things might go wrong. Probably the most powerful and useful of the Hats but a problem if overused.
The Red Hat signifies feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates.
The Green Hat focuses on creativity; the possibilities, alternatives, and new ideas. It's an opportunity to express new concepts and new perceptions.
The Blue Hat is used to manage the thinking process. It's the control mechanism that ensures the Six Thinking Hats® guidelines are observed.