Six Thinking Hats ® As a Meeting Management Tool Presented by: de Bono Consulting (A Resources Unlimited Company) www.deBonoConsulting.com

Benefits Of The Six Thinking Hat Framework Parallel Improve Exploration Save Time Improve Creativity & Innovation Adversarial Foster Collaborative Thinking NOT

Parallel

The Originator Dr. Edward de Bono M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar World-renowned consultant to business, governments, schools and industry Author of more than 70 books in 40 languages Originator of Six Thinking Hats, Lateral Thinking, Direct Attention Thinking Tools, Course in Creativity, Focus on Facilitation, Simplicity and Six Value Medals

M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar

World-renowned consultant to business, governments, schools and industry

Author of more than 70 books in 40 languages

Originator of Six Thinking Hats, Lateral Thinking, Direct Attention Thinking Tools, Course in Creativity, Focus on Facilitation, Simplicity and Six Value Medals

Results Around The World Since 1993 over 600,000 trained In use by many of the largest & most successful organizations worldwide Works well in different cultures Applies at all levels & across disciplines

Since 1993 over 600,000 trained

In use by many of the largest & most successful organizations worldwide

Works well in different cultures

Applies at all levels & across disciplines

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.

FOCUS Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action Plans Green Hat Creative Thinking Possibilities  Alternatives New Ideas  New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Red Hat Feelings & Intuition Emotions Or Hunches “ At This Point” No Reasons or Justification Keep It Short White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It

Green Hat

Creative Thinking

Possibilities  Alternatives

New Ideas  New Concepts

Overcome Black Hat Problems & Reinforce Yellow Hat Values

White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It Red Hat Feelings & Intuition Emotions Or Hunches “ At This Point” No Reasons or Justification Keep It Short Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Green Hat Creative Thinking Possibilities  Alternatives New Ideas  New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action Plans FOCUS

Green Hat

Creative Thinking

Possibilities  Alternatives

New Ideas  New Concepts

Overcome Black Hat Problems & Reinforce Yellow Hat Values

Facilitator’s Role Has Completed Six Thinking Hats or Focus on Facilitation workshops Define the focus of your thinking Plan the sequence and timing of the thinking Ask for changes in the thinking if needed Handle requests from the group for changes in the thinking Form periodic or final summaries of the thinking for consideration by the team x

Define the focus of your thinking

Plan the sequence and timing of the thinking

Ask for changes in the thinking if needed

Handle requests from the group for changes in the thinking

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

Participant’s Role Attending a meeting Facilitated by a trained Six Thinking Hats or Focus on Facilitator Leader Follow the lead of trained Six Thinking Hats 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 trained Six Thinking Hats 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

Six Thinking Hats ® A Framework For Parallel Thinking In Teams For information on becoming a Six Thinking Hats leader / facilitator please contact: de Bono Consulting Worldwide Leader in de Bono Thinking Systems Training 800.278.1292 or 515.278.1292 [email_address] www.deBonoConsulitng.com

For information on becoming a Six Thinking Hats leader / facilitator please contact:

de Bono Consulting Worldwide Leader in de Bono Thinking Systems Training

800.278.1292 or 515.278.1292

[email_address]

www.deBonoConsulitng.com