What is Mind Mapping? (and How to Get Started Immediately)
A mind map is a graphical way to represent ideas and concepts. It is a visual thinking tool that helps structuring information, helping you to better analyze, comprehend, synthesize, recall and generate new ideas. Just as in every great idea, its power lies in its simplicity. In a mind map, as opposed to traditional note taking or a linear text, information is structured in a way that resembles much more closely how your brain actually works. Since it is an activity that is both analytical and artistic, it engages your brain in a much, much richer way, helping in all its cognitive functions. So, how does a mind map look like? (click for larger image) This is a mind map about – conveniently enough – mind mapping itself. Benefits and Uses I think I already gave away the benefits of mind mapping and why mind maps work. But what can we use mind maps for? How to Draw a Mind Map Drawing a mind map is as simple as 1-2-3: Some more recommendations: Use colors, drawings and symbols copiously.
Six Thinking Hats
From Mycoted Early in the 1980s Dr. Edward de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. The six hats represent six modes of thinking and are directions to think rather than labels for thinking. The method promotes fuller input from more people. The key point is that a hat is a direction to think rather than a label for thinking. encourage Parallel Thinking encourage full-spectrum thinking separate ego from performance There are six metaphorical hats and the thinker can put on or take off one of these hats to indicate the type of thinking being used. White Hat thinking This covers facts, figures, information needs and gaps. Red Hat thinking This covers intuition, feelings and emotions. Black Hat thinking This is the hat of judgment and caution. Yellow Hat thinking This is the logical positive. Green Hat thinking This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes.
120 Ways to Boost Your Brain Power
Here are 120 things you can do starting today to help you think faster, improve memory, comprehend information better and unleash your brain’s full potential. Solve puzzles and brainteasers.Cultivate ambidexterity. Use your non-dominant hand to brush your teeth, comb your hair or use the mouse. Write with both hands simultaneously. Readers’ Contributions Dance! Contribute your own tip! There are many, many ways to keep our brains sharp.
Simplex
From Mycoted This technique is an industrial-strength creativity tool, which takes the DO IT method to the next level of sophistication. Rather than seeing creativity as a single straight-line process, Simplex views it as the uninterrupted cycle it should be, where completion and implementation of one cycle of creativity leads straight into the next cycle of creative improvement (see the 8 stage cycle that simplex uses below) Problem Finding Discovering the right problem to resolve is the most difficult part of the creative process. The problem may be obvious or need to be flushed out using rigger question such as: What would your customers want you to improve? These questions deal with problems that exist now. Fact Finding The next phase is to locate as much information relating to the problem as possible. This phase also involves assessing the quality of the information that you have. Problem definition It is essential to solve a problem at the precise level. Idea Finding Planning Sell Idea
The Art of Influence
Secrets to complaining effectively, motivating loved ones, and getting what you want without being a jerk. Illustrations by Lou Brooks Babies and psychopaths have one thing in common: They're excellent at getting what they want. Many of us could learn a thing or two from these creatures, tantrums and dirty tactics notwithstanding. But for some, grabbing the brass ring is a constant source of stress and confusion. Were it uniformly advantageous to be aggressive, timid, positive, or negative in pursuit of one's goal, evolution would have selected for only such types. Complain to Win —Not to Feel Worse Kvetch, Bitcher, Debbie Downer: No one likes a chronic complainer, and we've got multiple derogatory terms to prove it. Complaining at inappropriate times (when other people are in the spotlight, for example, or when they are focused on issues bigger than yours) can make you look selfish and could further prevent you from being heard. Figure Out What Others Want Figure Out What Others Need
SWOT Analysis
From Mycoted A successful technique for identifying your Strengths and Weaknesses and study any Opportunities and Threats you face. The SWOT Analysis requires you to write down answers to the following questions: Strengths, what do you do well? Strengths and Weaknessess are internal factors Opportunities and Threats are external factors - often identified through PEST or PESTLE analysis SWOT techniques can be used on: Individuals - for development or career decisions Teams - for development and performance management Organizations for business planning, strategic decision making [1] Business Balls - SWOT [2] RapidBI - SWOT Templates [3] Wikipedia - SWOT [4] RapidBI - PESTLE Analysis template [5] Wikipedia - PEST analysis
Meditation for Whole Brain Thinking
Whole Brain Thinking sounds like a great concept, but what does it really mean? My brain has got me this far in life without any conscious efforts to think in a whole brain way, why should I care about it now? You should care about thinking with your whole brain if you are looking to take your personal development to the next level. The left-brain is a person’s intuitive and creative side. This produces an optimal condition for human performance. Whole brain thinking is gently and safely facilitated with Hemi-Sync audio guidance technology. Join Our Meditation Community and Receive a Free Binaural Beat Meditation Course Learn meditation with my free online course on binaural beat meditation.
Stakeholder Analysis
From Mycoted Stakeholder Analysis (Mason and Mitroff, 1981) looks at how groups of people might affect the outcomes of a proposal by the way they react. To identify stakeholders the following checklist may prove useful: Who are the sources of reaction or discontent to what is going on? Who have relevant positional responsibility? Using a matrix like the one below, stakeholders can be plotted and categorised both by the chance of their affecting the situation, and by the scale of impact they would have if they did. Listing any assumptions that stakeholders are making could prove helpful e.g. using Assumption Surfacing, carefully assess the list, especially in relation to the stakeholder for whom they have been derived.
