Six Thinking Hats Edward deBono’s parallel thinking for effective problem solving and exploring new ideas

The Basics There are six different imaginary hats that you can put on or take off. Think of the “hats” as thinking icons. Each hat is a different color and represents a different type or mode of thinking. We all wear the same hat (do the same type of thinking) at the same time. When we change hats - we change our thinking.

There are six different imaginary hats that you can put on or take off.

Think of the “hats” as thinking icons.

Each hat is a different color and represents a different type or mode of thinking.

We all wear the same hat (do the same type of thinking) at the same time.

When we change hats - we change our thinking.

What does each Hat mean? Manages the thinking process, focus, next steps, action plans. Blue Hat Creativity- possibilities, alternatives, solutions, new ideas. Green Hat Difficulties, potential problems- why something may not work. (Disadvantages) Black Hat Values and Benefits- Why something may work. (Advantages) Yellow Hat Feelings. Emotions and Intuition . Red Hat Data, Facts, Information known or needed. White Hat

Simplifies thinking by having to deal with one thing at a time

Simplifies thinking by having to deal with one thing at a time

Benefits of Six Thinking Hats Provides a common language Diversity of thought Use more of our brains Removal of ego (reduce confrontation) Focus (one thing at a time) Save time Create, evaluate & implement action plans

Provides a common language

Diversity of thought

Use more of our brains

Removal of ego (reduce confrontation)

Focus (one thing at a time)

Save time

Create, evaluate & implement action plans

The blue hat role Control of thinking & the process Begin & end session with blue hat Facilitator, session leader’s role: open, sequence, close Focus: what should we be thinking about Asking the right questions Defining & clarifying the problem Setting the thinking tasks

Control of thinking & the process

Begin & end session with blue hat

Facilitator, session leader’s role:

open, sequence, close

Focus: what should we be thinking about

Asking the right questions

Defining & clarifying the problem

Setting the thinking tasks

Thinking Process Why we are here what we are thinking about Definition of the situation or problem Alternative definitions what we want to achieve where we want to end up The background to the thinking

Why we are here

what we are thinking about

Definition of the situation or problem

Alternative definitions

what we want to achieve

where we want to end up

The background to the thinking

What we want to take away What we have achieved Outcome Conclusion Design Solution Next steps

What we have achieved

Outcome

Conclusion

Design

Solution

Next steps

Summary of The Facilitator’s Role : Define the focus of the thinking Plan the sequence and timing of the thinking Ask for changes in the thinking Handle requests from the group Form periodic or final summaries of the thinking for consideration by the team x

Define the focus of the thinking

Plan the sequence and timing of the thinking

Ask for changes in the thinking

Handle requests from the group

Form periodic or final summaries of the thinking for consideration by the team

Participant’s Role Follow the lead of the facilitator Stick to the hat (type of thinking) that is in current use Try to work within the time limits Contribute honestly & fully under each of the hats

Follow the lead of the facilitator

Stick to the hat (type of thinking) that is in current use

Try to work within the time limits

Contribute honestly & fully under each of the hats

White Hat Thinking Neutral, objective information Facts & figures Questions: what do we know, what don’t we know, what do we need to know Excludes opinions, judgments Removes feelings & impressions

Neutral, objective information

Facts & figures

Questions: what do we know, what don’t we know, what do we need to know

Excludes opinions, judgments

Removes feelings & impressions

Green Hat Thinking New ideas, concepts, perceptions Deliberate creation of new ideas Alternatives and more alternatives New approaches to problems Creative & lateral thinking

New ideas, concepts, perceptions

Deliberate creation of new ideas

Alternatives and more alternatives

New approaches to problems

Creative & lateral thinking

Yellow Hat Thinking Positive & speculative Positive thinking, optimism, opportunity Benefits Best-case scenarios Exploration

Positive & speculative

Positive thinking, optimism, opportunity

Benefits

Best-case scenarios

Exploration

Black Hat Thinking Cautious and careful Logical negative – why it won’t work Critical judgement, pessimistic view Separates logical negative from emotional Focus on errors, evidence, conclusions Logical & truthful, but not necessarily fair

Cautious and careful

Logical negative – why it won’t work

Critical judgement, pessimistic view

Separates logical negative from emotional

Focus on errors, evidence, conclusions

Logical & truthful, but not necessarily fair

Red Hat Thinking Emotions & feelings Intuitions, impressions Doesn’t have to be logical or consistent No justifications, reasons or basis All decisions are emotional in the end

Emotions & feelings

Intuitions, impressions

Doesn’t have to be logical or consistent

No justifications, reasons or basis

All decisions are emotional in the end

Hats sequence in meetings Facilitator (Blue Hat) Open Clarifying the problem Present the facts of the case (White Hat). Generate ideas, how the case could be handled (Green Hat). Evaluate the merits of the ideas, List benefits (Yellow Hat). List drawbacks (Black Hat). Get everybody's gut feeling about the alternatives (Red Hat). Summarize (Blue Hat).

Facilitator (Blue Hat) Open Clarifying the problem

Present the facts of the case (White Hat).

Generate ideas, how the case could be handled (Green Hat).

Evaluate the merits of the ideas, List benefits (Yellow Hat).

List drawbacks (Black Hat).

Get everybody's gut feeling about the alternatives (Red Hat).

Summarize (Blue Hat).

References Six Thinking Hats by Edward de Bono The Innovator's Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen and Michael E. Raynor

Six Thinking Hats by Edward de Bono

The Innovator's Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen and Michael E. Raynor