Key Facts

• Developed by Edward de Bono in 1985

• A tool for group discussion and individual thinking

• Uses six colored hats to represent different modes of thinking

• Encourages parallel thinking, where everyone explores all sides of an issue

• Helps separate ego from performance in thinking

• Widely used in business, education, and creative fields

• The six thinking hats method is a structured framework for group discussions and decision-making

• The six thinking hats process enhances decision-making and problem-solving within groups

What is the Six Thinking Hats Technique?

The Six Thinking Hats is a model for parallel thinking developed by Edward de Bono, where each thinking hat represents a different style of thinking. It’s designed to help individuals and groups think more effectively by separating thinking into six clear functions and roles. Each “hat” is a different color and represents a different style of thinking:

1. White Hat (Information): Focuses on available data, facts, and objective information. It’s about being neutral and objective.

2. Red Hat (Emotions): Looks at problems using intuition, gut reaction, and emotion. It’s about feelings and hunches.

3. Black Hat (Caution): Considers potential negative outcomes, points out difficulties and dangers. It’s about critical judgment.

4. Yellow Hat (Optimism): Focuses on positivity and optimism. It explores benefits and seeks harmony.

5. Green Hat (Creativity): Represents creativity and new ideas. It’s about possibilities, alternatives, and new concepts.

6. Blue Hat (Process): Manages the thinking process. It’s about organizing and controlling the process, ensuring the guidelines are observed.

The thinking hats method allows team members to approach discussions systematically by assigning roles associated with different colored hats.

The method involves either an individual or a group “wearing” each hat in turn, focusing their thoughts on a particular approach. This ensures that all aspects of an issue are considered systematically.

Why Do the Six Thinking Hats Matter?

The Six Thinking Hats matter because they provide a structured approach to thinking and problem-solving. The six thinking hats technique enhances decision-making and problem-solving by examining issues from multiple perspectives. Here’s why they’re significant:

1. Promotes Comprehensive Thinking

By systematically exploring different perspectives, it ensures a more thorough analysis of issues.

2. Enhances Creative Thinking

The method encourages creative thinking (Green Hat) as a deliberate part of the process.

3. Improves Communication

It provides a common language for teams to discuss ideas, reducing conflict and misunderstanding.

4. Increases Productivity

By focusing thinking and preventing scattered, unfocused discussions, it can lead to more efficient meetings and decision-making.

5. Encourages Participation

The structure allows all participants to contribute in each mode, preventing domination by a single perspective.

6. Separates Ego from Performance

By asking participants to adopt different thinking styles, it helps separate ego from ideas.

7. Develops Critical Thinking Skills

Regular use of this method can improve overall critical thinking abilities.

In What Kind of Scenarios are the Six Thinking Hats Applicable?

The Six Thinking Hats can be applied in various scenarios across different organizational contexts. The Six Thinking Hats, along with lateral thinking, can be applied in various scenarios to encourage innovative problem-solving. Here are ten situations where this model can be particularly useful:

1. Problem-Solving Sessions

When a team needs to tackle a complex problem from multiple angles.

2. Strategic Planning

During strategic planning sessions to ensure all aspects of a strategy are considered.

3. Product Development

In brainstorming and evaluating new product ideas.

4. Performance Reviews

To provide a balanced assessment of an employee's performance.

5. Decision Making

When making important decisions that require careful consideration of multiple factors.

6. Conflict Resolution

To help parties in a conflict see the situation from different perspectives.

7. Project Post-Mortems

When reviewing completed projects to assess what went well and what could be improved.

8. Creative Brainstorming

To generate new ideas and evaluate them systematically.

9. Risk Assessment

When evaluating potential risks and opportunities in a new venture.

10. Team Building

As an exercise to help team members understand and appreciate different thinking styles.

How Can You Apply It at Work?

Applying the Six Thinking Hats in a professional setting can significantly enhance problem-solving and decision-making processes. The thinking hats technique can be applied to enhance decision-making and problem-solving by examining issues from multiple perspectives. Here are some practical steps to apply this method:

1. Introduce the Concept

Explain the Six Thinking Hats to your team, ensuring everyone understands each hat's purpose.

2. Define the Problem or Topic

Clearly state the issue or decision that needs to be addressed.

3. Plan the Sequence

Decide on the order in which you'll use the hats. This can vary depending on the situation.

4. Set Time Limits

Allocate specific time for each "hat" to keep the process focused and efficient.

5. Facilitate the Process

Guide the discussion, ensuring everyone stays focused on the current "hat" thinking style.

6. Record Ideas

Document the thoughts and ideas generated under each hat for later review.

7. Switch Hats

Move through each hat systematically, encouraging all participants to contribute to each mode of thinking.

8. Review and Summarize

After going through all hats, review the ideas generated and summarize key points.

9. Make Decisions

Use the comprehensive view gained to make informed decisions or solve problems.

10. Practice Regularly

Incorporate the Six Thinking Hats into regular meetings and decision-making processes to build proficiency.

Examples

• New Product Launch: - White Hat: Market research data, product specifications - Red Hat: Excitement about innovation, concerns about market reception - Black Hat: Potential production issues, competitive threats - Yellow Hat: Projected sales increase, brand enhancement opportunities - Green Hat: Ideas for unique marketing campaigns, product extensions - Blue Hat: Timeline for launch, decision-making process

• Addressing Customer Complaints: - White Hat: Complaint statistics, customer feedback data - Red Hat: Frustration with recurring issues, empathy for customers - Black Hat: Potential negative reviews, loss of customers - Yellow Hat: Opportunity to improve service, chance to turn critics into advocates - Green Hat: Innovative solutions for complaint handling, new service ideas - Blue Hat: Action plan for implementing changes, monitoring progress

• Team Restructuring: - White Hat: Current team structure, performance metrics - Red Hat: Anxiety about changes, excitement for new opportunities - Black Hat: Potential productivity dip during transition, resistance to change - Yellow Hat: Improved efficiency, better aligned skillsets - Green Hat: New collaboration methods, innovative team structures - Blue Hat: Restructuring process, communication plan

• Evaluating a New Technology Investment: - White Hat: Technology specifications, cost data, market trends - Red Hat: Enthusiasm for new tech, fear of obsolescence - Black Hat: Implementation challenges, potential security risks - Yellow Hat: Efficiency gains, competitive advantage - Green Hat: Novel applications of the technology, integration ideas - Blue Hat: Decision criteria, evaluation process

• Improving Work-Life Balance Policies: - White Hat: Current policies, employee satisfaction data - Red Hat: Stress levels, desire for more flexibility - Black Hat: Potential abuse of policies, impact on productivity - Yellow Hat: Improved employee satisfaction, better retention rates - Green Hat: Innovative policy ideas, unique benefits - Blue Hat: Implementation strategy, policy review process

Useful Tips

• Start with the Blue Hat to set the agenda and return to it at the end to summarize.

• Use the White Hat first after Blue to establish facts before exploring other perspectives.

• Don't skip hats, even if they seem less relevant. Each perspective is valuable.

• Encourage all participants to contribute under each hat, regardless of their usual thinking style.

• Use visual cues (like colored cards) to help participants remember which hat is currently in use.

• Practice using the hats individually for personal decision-making to become more proficient.

• Be flexible with the order of hats based on the specific situation and needs.

• Remember that the goal is parallel thinking - everyone thinking in the same mode at the same time.

Other Useful Frameworks

While the Six Thinking Hats is a powerful tool for structured thinking, there are several other frameworks that can complement its use:

1. SWOT Analysis

This tool (Strengths, Weaknesses, Opportunities, Threats) can be used alongside the Six Thinking Hats to provide a structured way to analyze a situation or strategy.

2. Mind Mapping

This visual thinking tool can be used to capture and organize ideas generated during a Six Thinking Hats session.

3. Starbursting

This question-generating technique can be particularly useful when using the Green Hat for creative thinking.

4. PEST Analysis

This framework (Political, Economic, Social, Technological) can provide context for the White Hat (information) thinking.

5. Ishikawa Diagram (Fishbone Diagram)

This cause-and-effect diagram can be useful when exploring problems, particularly under the Black Hat thinking.

6. The 5 Whys

This problem-solving technique can be incorporated into the White Hat thinking to dig deeper into factual information.

7. Lean Canvas

For business-related thinking, this one-page business plan can provide structure for ideas generated across all hats.

By integrating these frameworks with the Six Thinking Hats, individuals and organizations can develop a more comprehensive approach to problem-solving and decision-making. Each of these tools offers unique strengths that can enhance the depth and breadth of analysis, leading to more creative and effective solutions.