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De Bono Six Thinking Hats Summary Anne Egros

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Quote from the book: "Six Thinking Hat can help you think better, make right decisions, explore new ideas. De Bono Unscrambles the thinking process"

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De Bono Six Thinking Hats Summary Anne Egros

  1. 1. Six Thinking Hats Edward deBono’s parallel thinking for effective problem solving and exploring new ideas
  2. 2. The Basics <ul><li>There are six different imaginary hats that you can put on or take off. </li></ul><ul><li>Think of the “hats” as thinking icons. </li></ul><ul><li>Each hat is a different color and represents a different type or mode of thinking. </li></ul><ul><li>We all wear the same hat (do the same type of thinking) at the same time. </li></ul><ul><li>When we change hats - we change our thinking. </li></ul>
  3. 3. 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
  4. 4. <ul><li>Simplifies thinking by having to deal with one thing at a time </li></ul>
  5. 5. Benefits of Six Thinking Hats <ul><li>Provides a common language </li></ul><ul><li>Diversity of thought </li></ul><ul><li>Use more of our brains </li></ul><ul><li>Removal of ego (reduce confrontation) </li></ul><ul><li>Focus (one thing at a time) </li></ul><ul><li>Save time </li></ul><ul><li>Create, evaluate & implement action plans </li></ul>
  6. 6. The blue hat role <ul><li>Control of thinking & the process </li></ul><ul><li>Begin & end session with blue hat </li></ul><ul><li>Facilitator, session leader’s role: </li></ul><ul><ul><li>open, sequence, close </li></ul></ul><ul><ul><li>Focus: what should we be thinking about </li></ul></ul><ul><ul><li>Asking the right questions </li></ul></ul><ul><ul><li>Defining & clarifying the problem </li></ul></ul><ul><ul><li>Setting the thinking tasks </li></ul></ul>
  7. 7. Thinking Process <ul><li>Why we are here </li></ul><ul><li>what we are thinking about </li></ul><ul><li>Definition of the situation or problem </li></ul><ul><li>Alternative definitions </li></ul><ul><li>what we want to achieve </li></ul><ul><li>where we want to end up </li></ul><ul><li>The background to the thinking </li></ul>
  8. 8. What we want to take away <ul><li>What we have achieved </li></ul><ul><li>Outcome </li></ul><ul><li>Conclusion </li></ul><ul><li>Design </li></ul><ul><li>Solution </li></ul><ul><li>Next steps </li></ul>
  9. 9. Summary of The Facilitator’s Role : <ul><li>Define the focus of the thinking </li></ul><ul><li>Plan the sequence and timing of the thinking </li></ul><ul><li>Ask for changes in the thinking </li></ul><ul><li>Handle requests from the group </li></ul><ul><li>Form periodic or final summaries of the thinking for consideration by the team </li></ul>x
  10. 10. Participant’s Role <ul><li>Follow the lead of the facilitator </li></ul><ul><li>Stick to the hat (type of thinking) that is in current use </li></ul><ul><li>Try to work within the time limits </li></ul><ul><li>Contribute honestly & fully under each of the hats </li></ul>
  11. 11. White Hat Thinking <ul><li>Neutral, objective information </li></ul><ul><li>Facts & figures </li></ul><ul><li>Questions: what do we know, what don’t we know, what do we need to know </li></ul><ul><li>Excludes opinions, judgments </li></ul><ul><li>Removes feelings & impressions </li></ul>
  12. 12. Green Hat Thinking <ul><li>New ideas, concepts, perceptions </li></ul><ul><li>Deliberate creation of new ideas </li></ul><ul><li>Alternatives and more alternatives </li></ul><ul><li>New approaches to problems </li></ul><ul><li>Creative & lateral thinking </li></ul>
  13. 13. Yellow Hat Thinking <ul><li>Positive & speculative </li></ul><ul><li>Positive thinking, optimism, opportunity </li></ul><ul><li>Benefits </li></ul><ul><li>Best-case scenarios </li></ul><ul><li>Exploration </li></ul>
  14. 14. Black Hat Thinking <ul><li>Cautious and careful </li></ul><ul><li>Logical negative – why it won’t work </li></ul><ul><li>Critical judgement, pessimistic view </li></ul><ul><li>Separates logical negative from emotional </li></ul><ul><li>Focus on errors, evidence, conclusions </li></ul><ul><li>Logical & truthful, but not necessarily fair </li></ul>
  15. 15. Red Hat Thinking <ul><li>Emotions & feelings </li></ul><ul><li>Intuitions, impressions </li></ul><ul><li>Doesn’t have to be logical or consistent </li></ul><ul><li>No justifications, reasons or basis </li></ul><ul><li>All decisions are emotional in the end </li></ul>
  16. 16. Hats sequence in meetings <ul><li>Facilitator (Blue Hat) Open Clarifying the problem </li></ul><ul><li>Present the facts of the case (White Hat). </li></ul><ul><li>Generate ideas, how the case could be handled (Green Hat). </li></ul><ul><li>Evaluate the merits of the ideas, List benefits (Yellow Hat). </li></ul><ul><li>List drawbacks (Black Hat). </li></ul><ul><li>Get everybody's gut feeling about the alternatives (Red Hat). </li></ul><ul><li>Summarize (Blue Hat). </li></ul>
  17. 17. References <ul><li>Six Thinking Hats by Edward de Bono </li></ul><ul><li>The Innovator's Solution: Creating and Sustaining Successful Growth by Clayton M. Christensen and Michael E. Raynor </li></ul>

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