Organiko was founded in 2018 in Delhi to create natural skincare products using donkey milk and Ayurvedic herbs. It provides income for donkey owners and has plans to expand its product line. The Six Thinking Hats technique evaluates problems from six perspectives represented by colored hats: white for facts, red for feelings, black for caution, yellow for benefits, green for ideas, and blue for process management. The document describes a workshop where participants researched Organiko from their assigned hat's perspective, then presented and discussed views. They learned how the technique fosters collaboration over disputes to make informed decisions from multiple viewpoints.

1. Submitted by
RISHAV KANT TIWARI 21DM164
PROJECT ON SIX THINKING
HATS

2. THE BRAND AND USAGE OF 6 THINKING HATS IN
DECISION MAKING
Organiko was founded in Delhi in 2018 with the goal of combining Ayurvedic and Egyptian
beauty products to provide best-in-class, natural skincare. Organiko uses donkey milk and
Ayurvedic herbs to create natural skin care products.
While working with donkey tribes, Organiko's creator, Pooja Kaul, understood the value of the
underutilized resource of donkey milk. They are now both a social enterprise and a high-end
brand. They provide a source of income for donkey owners who are seasonal unemployed and
have an untapped supply of donkey milk. They plan to develop a line of donkey milk-based
skincare products in the future.

3. 6 THINKING HATS:
The Six Thinking Hats technique gets you to look at a problem in six different ways. It takes you
and your team beyond any instinctive positions, so that you explore a range of perspectives. That
way, you can carefully consider each one, without having to argue your case or make snap
decisions about what's "right" or "wrong"
Six Thinking Hats is a simple, effective parallel thinking process that helps people be more
productive, focused, and mindfully involved. A powerful tool set, which once learned can be
applied immediately!
Blue Hat: "the Conductor's Hat"
When you or your team are in blue hat mode, you focus on controlling your thinking and
managing the decision-making process. You have an agenda, ask for summaries, and reach
conclusions.
Green Hat: "the Creative Hat"
The green hat represents creative thinking. When you're "wearing" this hat, you explore a range
of ideas and possible ways forward.
Red Hat: "the Hat for the Heart"
This hat represents feelings and instincts. When you're engaged in this type of thinking, you can
express your feelings without having to justify them logically.
Yellow Hat: "the Optimist's Hat"

4. With yellow hat thinking, you look at issues in the most positive light possible. You accentuate
the benefits and the added value that could come from your ideas.
Black Hat: "the Judge's Hat"
This hat is about being cautious and assessing risks. You employ critical judgment and explain
exactly why you have concerns.
White Hat: "the Factual Hat"
The white hat represents information gathering. Think about the knowledge and insights that
you've collected already – but also the information you're missing, and where you can go to get
it.
6 THINKING HATS AND ORGANIKO:

5. LEARNINGS FROM THE 6 THINKING HATS WORKSHOP:
You were divided into teams for our workshop exercise, and each team was given a different
color of hat, mine being white. We begin by learning the definition of White Hat, which is:
 Facts, figures and information
 Ideas , alternatives and solutions
 Look for what is known and missing
We were requested to research a company called Organiko. While dealing with work situations,
the team’s first listed the sequence in which they believe the headwear should appear.
The hats were placed in the following order:
White
Green
Blue
Yellow
Black
Red

6. Then we evaluated the company based on the qualities of our headwear. We focused on the
quantitative components of the company after being allocated the white hat and retrieved the
following information:
 Product Line of the Company
 Turnover
 Location
 Details and ingredients of the Product
 Market Capitalization
 Projected market
 Demand
 Benefits of the product
The various teams then presented their points of view in accordance with their headwear. We
provided information to all of the teams in attempt to verify or disprove their assertions. The
workshop taught us the importance of several decision-making phases as well as how to interact
with other components of the mental process. We also learnt to maximize effective collaboration
and avoid unhelpful engagement. It sparked new ideas for investigating a problem and making
decisions based on a diversity of viewpoints. It allowed us to keep our concentration on one
thing at a time while also allowing us to modify our minds without dispute.
LEARNINGS FROM THE BOARD MEETING ACTIVITY:
We were separated into groups of 9-10 for the Board Meeting Activity and had to solve a
budgetary challenge for a caselet. The members of the team were assigned to various positions
inside the organization. I was given the title of Chief Marketing Officer (CMO), and I was
expected to show my support by suggesting solutions to the problem. I urged that the problem be
taken up in the press, and I offered sponsorship suggestions. My observations proved to be really
beneficial, and we eventually reached a consensus. The meeting came to a close without any
squabbles, and the agenda was completed. Overall takeaways from the workshop were as
follows:
 Spot opportunities where others see only problems
 Think clearly and objectively
 View problems from new and unusual angles
 Make thorough evaluations
 See all sides of a situation
 Keep egos and “turf protection” in check
 Achieve significant and meaningful results in a less time