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Monday, September 15, 2008
Sunday, September 14, 2008
Friday, September 12, 2008
100 things girls must know about guys...
1. Guys don’t actually look after good-looking girls. They prefer neat & presentable girls.
2. Guys hate flirts.
3. A guy can like you for a minute, & than 4get u afterwards.
4. When a guy says he doesn’t understand you, it simply means you’re not thinking da way he is.
5. “Are u doing something?” or “Have u eaten already?” are da 1st usual questions a guy asks on the phone just to get out from stammering.
6. Guys may be flirting around all day but before they go to sleep, they always think abt da girl they truly care about.
7. When a guy really likes you, he’ll disregard all u’r bad characteristics.
8. Guys go crazy over a girl’s smile.
9. Guys will do anything just to get da girl’s attention.
10. Guys hate it when you talk about u’r ex-boyfriend.
11. When guys want 2 meet your parents. Let them.
12. Guys want 2 tell you many things but they can’t, & they sure have 1 habit 2 gain courage & spirit to tell you many things and it is drinking!
13. Guys cry!!!
14. Don’t provoke da guy 2 heat up. Believe me. He will.
15. Guys can never dream & hope 2o much.
16. Guys usually try hard 2 get the girl who has dumped them, & this makes it harder 4 them 2 accept their defeat.
17. When u touch a guy’s heart, there’s no turning back.
18. Giving a guy a hanging message like “You know what?!..uh…never mind!”
would make him jump to a conclusion that is far from what you are thinking.
19. Guys go crazy when girls touch their hands.
20. Guys are good flatterers when courting but they usually stammer when they
talk 2 a girl they really like.
21. When a guy makes a prolonged “umm” or makes any excuses when u’re asking him 2 do u a favor, he’s actually saying tht he doesn’t like u & he can’t lay down da card 4 u.
22. When a girl says “no”, a guy hears it as “try again tomorrow.”
23. U have 2 tell a guy what u really want before he gets da message clearly.
24. Guys hate gays!
25. Guys love their moms.
26. A guy would sacrifice his money for lunch just to get you a couple of roses.
27. A guy often thinks about da girl who likes him. But this doesn’t mean tht da guy likes her.
28 You can never understand him unless you listen 2 him.
29. If a guy tells u he loves u once in a lifetime. He does.
30. Beware. Guys can make gossips scatter through half of da face of the earth faster than girls can.
31. Like Eve, girls are guys’ weaknesses.
32. Guys are very open about themselves.
33. It’s good 2 test a guy 1st before u believe him. But don’t let him wait tht long.
34. No guy is bad when he is courting
35. Guys hate it when their clothes get dirty. Even a small dot.
36. Guys really admire girls tht they like even if they’re not that much pretty.
37. Your best frnd, whom u’r boyfriend seeks help frm about his problems with u may end up being admired by your boyfriend.
38. If a guy tells u about his problems, he just needs someone 2 listen 2 him. U don’t need 2 give advice.
39. A usual act tht proves tht da guy likes you is when he teases you.
40. A guy finds ways 2 keep you off from linking with someone else.
41. Guys love girls with brains more than girls in miniskirts.
42. Guys try 2 find da stuffed toy a girl wants but would unluckily get da wrong one.
43. Guys virtually brag about anything.
44. Guys cannot keep secrets that girls tell them.
45. Guys think too much.
46. Guys’ fantasies are unlimited.
47. Girls’ height doesn’t really matter to a guy but her weight does!
48. Guys tend 2 get serious with their relationship & become 2o possessive. So watch out girls!!!
49. When a girl makes da boy suffer during courtship, it would be hard 4 him 2 let go of tht girl.
50. It’s not easy for a guy 2 let go of his girlfriend after they broke up especially when they’ve been together for 3 years or more.
51. You have 2 tell a guy wht u really want before getting involved with tht guy.
52. A guy has 2 experience rejection, because if he’s 2o-good-never-been-busted, never been in love and hurt, he won’t be matured and grow up.
53. When an unlikable circumstance comes, guys blame themselves a lot more than girls do. They could even hurt themselves physically.
54. Guys have strong passion to change but have weak will power.
55. Guys are tigers in their peer groups but become tamed pussycats with their
girlfriends.
56. When a guy pretends to be calm, check if he’s sweating. You’ll probably see tht he is nervous.
57. When a guy says he is going crazy about the girl. He really is.
58. When a guy asks u 2 leave him alone, he’s just actually saying, “Please come & listen 2 me”
59. Guys don’t really have final decisions.
60. When a guy loves you, bring out da best in him.
61. If a guy starts to talk seriously, listen 2 him.
62. If a guy has been kept shut or silent, say something.
63. Guys believe tht there’s no such thing as love at first sight, but court da girls anyway & then realize at da end tht he is wrong.
64. Guys like femininity not feebleness.
65. Guys don’t like girls who punch harder than they do.
66. A guy may instantly know if da girl likes him but can never be sure unless da girl tells him.
67. A guy would waste his time over video games & basketball, da way a girl would do over her romance novels & make-ups.
68. Guys love girls who can cook or bake.
69. Guys like girls who are like their moms. No kidding!
70. A guy has more problems than you can see with your naked eyes.
71. A guy’s friend knows everything about him. Use this to your advantage..
72. Don’t be a snob. Guys may easily give up on the first sign of rejection.
73. Don’t be biased. Try loving a guy without prejudice and you’ll be surprised.
74. Girls who bathe in their eau de perfumes do more repelling than attracting
guys.
75. Guys are more talkative than girls are especially when the topic is about
girls.
76. Guys don’t comprehend the statement “Get lost” 2o well.
77. Guys really think tht girls are strange & have unpredictable decisions but still love them more.
78. When a guy gives a crooked or pretentious grin at your jokes, he finds them
offending and he just tried to be polite.
79. Guys don’t care about how shiny their shoes are unlike girls.
80. Guys tend 2 generalize about girls but once thy get 2 know them, they’ll realize they’re wrong.
81. Any guy can handle his problems all by his own. He’s just 2o stubborn 2 deal with it.
82. Guys find it so objectionable when a girl swears.
83. Guys’ weakest point is at the knee.
84. When a problem arises, a guy usually keeps himself cool but he is already
thinking of a way out.
85. When a guy is conscious of his looks, it shows he is not good at fixing
things.
86. When a guy looks at u, either he’s amazed of u or he’s criticizing u.
87. When u catch him cheating on u and he asks for a second chance, give it 2 him. But when u catch him again & he asks for another chance, ignore him.
88. If a guy lets u go, he really loves u.
89. If u have a boyfriend, & u’r boy best friend always glances at u & it obviously shows tht he is jealous whenever you’re with
90. Guys learn from experience not from da romance books that girls read & take as their basis of experience.
91. U can tell if a guy is really hurt or in pain when he cries in front of you!
92. If a guy suddenly asks you for a date, ask him first why.
93. When a guy says he can’t sleep if he doesn’t hear u’r voice even just 4 1 night, hang up. He also tells tht 2 another girl. He only flatters u & sometimes makes fun of you.
94. You can truly say tht a guy has good intentions if u see him praying sometimes.
95. Guys seek for advice not from a guy but from a girl.
96. Girls are allowed to touch boys’ clothes, and things. Not their hair!
97. If a guy says you’re beautiful, that guy likes you.
98. Guys hate girls who overreact.
99. Guys love you more than you love them if they are serious in your relationships
100. ——???? 100th point you should find out
Monday, September 8, 2008
Read this, and let it really sink in... Then, choose how you start your day tomorrow...
Jerry is the kind of guy you love to hate. He is always in a good mood and always has something positive to say. When someone would ask him how he was doing, he would reply, "If I were any better, I would be twins!" He was a unique manager because he had several waiters who had followed him around from restaurant to restaurant.
The reason the waiters followed Jerry was because of his attitude. He was a natural motivator. If an employee was having a bad day, Jerry was there telling the employee how to look on the positive side of the situation.
Seeing this style really made me curious, so one day I went up to Jerry and asked him, I don't get it! You can't be a positive person all of the time. How do you do it?" Jerry replied, "Each morning I wake up and say to myself, Jerry, you have two choices today. You can choose to be in a good mood or you can choose to be in a bad mood.
I choose to be in a good mood. Each time something bad happens, I can choose to be a victim or I can choose to learn from it. I choose to learn from it. Every time someone comes to me complaining, I can choose to accept their complaining or I can point out the positive side of life. I choose the positive side of life.
"Yeah, right, it's not that easy," I protested. "Yes, it is," Jerry said. "Life is all about choices. When you cut away all the junk, every situation is a choice. You choose how you react to situations. You choose how people will affect your mood. You choose to be in a good mood or bad mood. The bottom line: It's your choice how you live life."
I reflected on what Jerry said. Soon thereafter, I left the restaurant industry to start my own business. We lost touch, but I often thought about him when I made a choice about life instead of reacting to it.
Several years later, I heard that Jerry did something you are never supposed to do in a restaurant business: he left the back door open one morning and was held up at gun point by three armed robbers. While trying to open the safe, his hand, shaking from nervousness, slipped off the combination. The robbers panicked and shot him. Luckily, Jerry was found relatively quickly and rushed to the local trauma center. After 18 hours of surgery and weeks of intensive care, Jerry was released from the hospital with fragments of the bullets still in his body.
I saw Jerry about six months after the accident. When I asked him how he was, he replied, "If I were any better, I'd be twins. Wanna see my scars?" I declined to see his wounds, but did ask him what had gone through his mind as the robbery took place. “The first thing that went through my mind was that I should have locked the back door," Jerry replied. "Then, as I lay on the floor, I remembered that I had two choices: I could choose to live or I could choose to die. I chose to live."
"Weren't you scared? Did you lose consciousness?" I asked. Jerry continued, "...the paramedics were great. They kept telling me I was going to be fine. But when they wheeled me into the ER and I saw the expressions on the faces of the doctors and nurses, I got really scared. In their eyes, I read 'he's a dead man.'
I knew I needed to take action." " What did you do?" I asked. "Well, there was a big burly nurse shouting questions at me," said Jerry. "She asked if I was allergic to anything. 'Yes,' I replied. The doctors and nurses stopped working as they waited for my reply. I took a deep breath and yelled, 'Bullets!' Over their laughter, I told them, 'I am choosing to live. Operate on me as if I am alive, not dead.'"
Jerry lived thanks to the skill of his doctors, but also because of his amazing attitude. I learned from him that every day we have the choice to live fully. Attitude, after all, is everything.
-
Positive thinking the the first step towards a happy life.
-
Attitude is everything
If everyone applies just these, the whole world will live in happiness.
thiNk Ab0ut thiS...
It's true that we don't know what we've got until we lose it, but it's also true that we don't know what we've been missing until it arrives.
Unknown
Thursday, September 4, 2008
six thinking hats by Edward de Bono
Six Thinking Hats
Looking at a Decision from All Points of View
Six Thinking Hats' is a powerful technique that helps you look at important decisions from a number of different perspectives. It helps you make better decisions by pushing you to move outside your habitual ways of thinking. As such, it helps you understand the full complexity of the decision, and spot issues and opportunities to which you might otherwise be blind.If you look at a problem with the 'Six Thinking Hats' technique, then you will solve it using all approaches. Your decisions and plans will mix ambition, skill in execution, sensitivity, creativity and good contingency planning.
This tool was created by Edward de Bono in his book Hats. The method was invented in the early 1980s.
The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively.
The method promotes fuller input from more people. In de Bono's words it "separates ego from performance". Everyone is able to contribute to the exploration without denting egos as they are just using the yellow hat or whatever hat. The six hats system encourages performance rather than ego defense. People can contribute under any hat even though they initially support the opposite view.
The key point is that a hat is a direction to think rather than a label for thinking. The key theoretical reasons to use the Six Thinking Hats are to:
encourage Parallel Thinking
encourage full-spectrum thinking
separate ego from performance
How to Use the Tool:
To use Six Thinking Hats to improve the quality of your decision-making, look at the decision 'wearing' each of the thinking hats in turn.
Each 'Thinking Hat' is a different style of thinking. These are explained below:
White Hat thinking
With this thinking hat, you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them.This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means lets drop the arguments and proposals, and look at the data base." Red Hat thinking
This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any need to justify it. "Putting on my red hat, I think this is a terrible proposal." Usually feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious. The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment. 'Wearing' the red hat, you look at the decision using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally, and try to understand the intuitive responses of people who do not fully know your reasoning.
Black Hat thinking
This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical. When using black hat thinking, look at things pessimistically, cautiously and defensively. Try to see why ideas and approaches might not work. This is important because it highlights the weak points in a plan or course of action. It allows you to eliminate them, alter your approach, or prepare contingency plans to counter problems that arise. Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance, leaving them under-prepared for difficulties.
Yellow Hat thinking
This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened. The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it, and spot the opportunities that arise from it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
Green Hat thinking
This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here.
Blue Hat thinking
This is the overview or process control hat. It looks not at the subject itself but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some greener hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, and so on.
Example 1.
The directors of a property company are looking at whether they should construct a new office building. The economy is doing well, and the amount of vacant office space is reducing sharply. As part of their decision they decide to use the 6 Thinking Hats technique during a planning meeting.
Looking at the problem with the White Hat, they analyze the data they have. They examine the trend in vacant office space, which shows a sharp reduction. They anticipate that by the time the office block would be completed, that there will be a severe shortage of office space. Current government projections show steady economic growth for at least the construction period.
With Red Hat thinking, some of the directors think the proposed building looks quite ugly. While it would be highly cost-effective, they worry that people would not like to work in it.
When they think with the Black Hat, they worry that government projections may be wrong. The economy may be about to enter a 'cyclical downturn', in which case the office building may be empty for a long time.
If the building is not attractive, then companies will choose to work in another better-looking building at the same rent.
With the Yellow Hat, however, if the economy holds up and their projections are correct, the company stands to make a great deal of money.
If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.
With Green Hat thinking they consider whether they should change the design to make the building more pleasant. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term to buy up property at a low cost when a recession comes.
The Blue Hat has been used by the meeting's Chair to move between the different thinking styles. He or she may have needed to keep other members of the team from switching styles, or from criticizing other peoples' points.
It is well worth reading Edward de Bono's book 6 Thinking Hats for more information on this technique.
Example 2.
You can use the Six Thinking Hats in almost any problem solving activity that you might encounter in the classroom (or in life in general!) Here is an example of a problem solving exercise that I went through with my students two years ago. It’s a problem that many teachers will be able to relate to. What I've written below actually came out of the Six Hats problem solving process. The "Problem unity" that we examined was:
Students Talking While Others Are Talking Or Teaching
Using the Six Hats allowed my class to look at the problem from different angles. Use 6 pieces of chart paper (and the 6 different colors of felt pens) as you apply each hat.
White Hat: state the facts- students are talking when Mrs. Duck is talking - there is noise so that others are distracted or can't hear - students don't know what to do after Mrs. Duck has given directions - many students get silly or off task
Red Hat: states the emotions- Mrs. Duck feels offended- Students are frustrated because they can't hear directions - Those talking enjoy joking around and being heard
Black Hat: negative aspects- time is wasted- learning is compromised- those who legitimately have the floor feel that listeners don't care about what they are saying- chaos in the classroom
Yellow Hat: positives of the situation are examined - everyone gets to say what is on their mind - it can be fun- you don't have to wait until you speak and therefore don't forget what you what to say- not just the "smart" kids get to speak
Green Hat: creative ideas that come with seeing the problem in a new light- Mrs. Duck will be more aware of the amount of time that she "talks" - Mrs. Duck will try to include interaction from many different students, not just the "smart" kids- students will work on resisting the need to say everything that comes into their mind. They will ask themselves if this is "on topic" and" if this needs to be shared at this time. There needed to be further discussion on "how" students would work on this problem. - students will think about whether their comment will interfere with other people's learning- we will keep these charts up so that we can refer back to the learning of this moment and reassess how we are doing.
Blue Hat: Sum up what is learned- Mrs. Duck learned that she needs to limit the amount of time she uses "Talking" as a form of teaching- Mrs. Duck needs to involve all students in discussion. She needs to look for the one who rarely offers comments or is quietly waiting to be picked to answer.- Mrs. Duck needs to realize that some students need "think time" before they are ready to contribute to a discussion. Allowing time for these students to think is important part of class discussion so they don't tune out.- Students now realize that when they talk when others are talking it makes the person talking feel like a fool or unappreciated. - students realize that just to "get the laugh" of the moment, they are jeopardizing other people's learning- students learned that speaking whenever you want show a lack of self-discipline and that not everything that goes through our minds is worth sharing.- Teacher/student needs to revisit this topic and check how we are doing.
References:
http://www.members.optusnet.com.au/charles57/Creative/Techniques/sixhats.htm
http://www.mindtools.com/pages/article/newTED_07.htm
http://www.teachnet.com/how-to/manage/sixhats120800.html
Looking at a Decision from All Points of View
Six Thinking Hats' is a powerful technique that helps you look at important decisions from a number of different perspectives. It helps you make better decisions by pushing you to move outside your habitual ways of thinking. As such, it helps you understand the full complexity of the decision, and spot issues and opportunities to which you might otherwise be blind.If you look at a problem with the 'Six Thinking Hats' technique, then you will solve it using all approaches. Your decisions and plans will mix ambition, skill in execution, sensitivity, creativity and good contingency planning.
This tool was created by Edward de Bono in his book Hats. The method was invented in the early 1980s.
The six hats represent six modes of thinking and are directions to think rather than labels for thinking. That is, the hats are used proactively rather than reactively.
The method promotes fuller input from more people. In de Bono's words it "separates ego from performance". Everyone is able to contribute to the exploration without denting egos as they are just using the yellow hat or whatever hat. The six hats system encourages performance rather than ego defense. People can contribute under any hat even though they initially support the opposite view.
The key point is that a hat is a direction to think rather than a label for thinking. The key theoretical reasons to use the Six Thinking Hats are to:
encourage Parallel Thinking
encourage full-spectrum thinking
separate ego from performance
How to Use the Tool:
To use Six Thinking Hats to improve the quality of your decision-making, look at the decision 'wearing' each of the thinking hats in turn.
Each 'Thinking Hat' is a different style of thinking. These are explained below:
White Hat thinking
With this thinking hat, you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them.This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means lets drop the arguments and proposals, and look at the data base." Red Hat thinking
This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any need to justify it. "Putting on my red hat, I think this is a terrible proposal." Usually feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious. The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment. 'Wearing' the red hat, you look at the decision using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally, and try to understand the intuitive responses of people who do not fully know your reasoning.
Black Hat thinking
This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical. When using black hat thinking, look at things pessimistically, cautiously and defensively. Try to see why ideas and approaches might not work. This is important because it highlights the weak points in a plan or course of action. It allows you to eliminate them, alter your approach, or prepare contingency plans to counter problems that arise. Black Hat thinking helps to make your plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance, leaving them under-prepared for difficulties.
Yellow Hat thinking
This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened. The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it, and spot the opportunities that arise from it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
Green Hat thinking
This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here.
Blue Hat thinking
This is the overview or process control hat. It looks not at the subject itself but at the 'thinking' about the subject. "Putting on my blue hat, I feel we should do some greener hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, and so on.
Example 1.
The directors of a property company are looking at whether they should construct a new office building. The economy is doing well, and the amount of vacant office space is reducing sharply. As part of their decision they decide to use the 6 Thinking Hats technique during a planning meeting.
Looking at the problem with the White Hat, they analyze the data they have. They examine the trend in vacant office space, which shows a sharp reduction. They anticipate that by the time the office block would be completed, that there will be a severe shortage of office space. Current government projections show steady economic growth for at least the construction period.
With Red Hat thinking, some of the directors think the proposed building looks quite ugly. While it would be highly cost-effective, they worry that people would not like to work in it.
When they think with the Black Hat, they worry that government projections may be wrong. The economy may be about to enter a 'cyclical downturn', in which case the office building may be empty for a long time.
If the building is not attractive, then companies will choose to work in another better-looking building at the same rent.
With the Yellow Hat, however, if the economy holds up and their projections are correct, the company stands to make a great deal of money.
If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.
With Green Hat thinking they consider whether they should change the design to make the building more pleasant. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term to buy up property at a low cost when a recession comes.
The Blue Hat has been used by the meeting's Chair to move between the different thinking styles. He or she may have needed to keep other members of the team from switching styles, or from criticizing other peoples' points.
It is well worth reading Edward de Bono's book 6 Thinking Hats for more information on this technique.
Example 2.
You can use the Six Thinking Hats in almost any problem solving activity that you might encounter in the classroom (or in life in general!) Here is an example of a problem solving exercise that I went through with my students two years ago. It’s a problem that many teachers will be able to relate to. What I've written below actually came out of the Six Hats problem solving process. The "Problem unity" that we examined was:
Students Talking While Others Are Talking Or Teaching
Using the Six Hats allowed my class to look at the problem from different angles. Use 6 pieces of chart paper (and the 6 different colors of felt pens) as you apply each hat.
White Hat: state the facts- students are talking when Mrs. Duck is talking - there is noise so that others are distracted or can't hear - students don't know what to do after Mrs. Duck has given directions - many students get silly or off task
Red Hat: states the emotions- Mrs. Duck feels offended- Students are frustrated because they can't hear directions - Those talking enjoy joking around and being heard
Black Hat: negative aspects- time is wasted- learning is compromised- those who legitimately have the floor feel that listeners don't care about what they are saying- chaos in the classroom
Yellow Hat: positives of the situation are examined - everyone gets to say what is on their mind - it can be fun- you don't have to wait until you speak and therefore don't forget what you what to say- not just the "smart" kids get to speak
Green Hat: creative ideas that come with seeing the problem in a new light- Mrs. Duck will be more aware of the amount of time that she "talks" - Mrs. Duck will try to include interaction from many different students, not just the "smart" kids- students will work on resisting the need to say everything that comes into their mind. They will ask themselves if this is "on topic" and" if this needs to be shared at this time. There needed to be further discussion on "how" students would work on this problem. - students will think about whether their comment will interfere with other people's learning- we will keep these charts up so that we can refer back to the learning of this moment and reassess how we are doing.
Blue Hat: Sum up what is learned- Mrs. Duck learned that she needs to limit the amount of time she uses "Talking" as a form of teaching- Mrs. Duck needs to involve all students in discussion. She needs to look for the one who rarely offers comments or is quietly waiting to be picked to answer.- Mrs. Duck needs to realize that some students need "think time" before they are ready to contribute to a discussion. Allowing time for these students to think is important part of class discussion so they don't tune out.- Students now realize that when they talk when others are talking it makes the person talking feel like a fool or unappreciated. - students realize that just to "get the laugh" of the moment, they are jeopardizing other people's learning- students learned that speaking whenever you want show a lack of self-discipline and that not everything that goes through our minds is worth sharing.- Teacher/student needs to revisit this topic and check how we are doing.
References:
http://www.members.optusnet.com.au/charles57/Creative/Techniques/sixhats.htm
http://www.mindtools.com/pages/article/newTED_07.htm
http://www.teachnet.com/how-to/manage/sixhats120800.html
Tuesday, September 2, 2008
why we have Friends??
Why God Made Friends
God made the world with a heart full of love,Then He looked down from Heaven above,
And saw that we all need a helping hand,Someone to share with, who'll understand.
He made special people to see us throughThe glad times and the sad times, too;A person on whom we can always depend,Someone we can call a friend.
God made friends so we'll carry a partOf His perfect love in all our hearts.
by, Sachi
True Friendship never dies
STAY THE SAME© Kristi Widner
As time has changed and seasons have pastWe've developed a bond that will forever last.
As we say good-bye in this our final yearWe try to hold back those overpowering tears.
We remember those time that seem so long agoAs we grew up together through highs and lows.
We knew this day would eventually be hereBut had no idea of its overwhelming fear.
The years have flown by but the memories remainThese faces and names will always stay the same.
So as you go out into this world unknownAlways remember there's no place like home.
As time has changed and seasons have pastWe've developed a bond that will forever last.
As we say good-bye in this our final yearWe try to hold back those overpowering tears.
We remember those time that seem so long agoAs we grew up together through highs and lows.
We knew this day would eventually be hereBut had no idea of its overwhelming fear.
The years have flown by but the memories remainThese faces and names will always stay the same.
So as you go out into this world unknownAlways remember there's no place like home.
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