Edward de Bono's Six Thinking Hats is a structured tool for decision making and problem solving that utilizes six distinct modes of thinking, represented by different colored hats. Each hat symbolizes a specific approach, such as emotional (red), analytical (black), optimistic (yellow), creative (green), factual (white), and organizational (blue), encouraging parallel thinking among individuals. This method aims to improve creativity, collaboration, and efficiency in diverse settings and has been widely adopted since its inception.

1. +
Edward de Bono’s
Six Thinking Hats
A tool for
decision
making &
problem
solving
FREDERICK MARS UNTALAN MD

2. +
Creative
Problem
Solving

3. + “Traditional” CPS
Mess-finding
Data-finding
Problem-finding
Idea-finding
Solution-finding
Acceptance-finding

4. +
Common idea-finding methods
Brainstorming
Mind Maps
Free association
Free-writing
Incubation

5. +
Six hats & problem solving
A more deliberate process than CPS
Like CPS, uses creativity (green hat)
Unlike CPS, provides a mechanism for
evaluating ideas & making decisions

6. +
 Plato: See
Shadows of the
Truth
 Aristotle:
Concerned with
What Is--
 Analysis,
Judgment,
Argument
 Socrates:
Focused on the
Negative

7. +
Six hats is parallel thinking

8. +
 M.D., Ph.D., (philosophy, medicine &
psychology), Rhodes scholar
 World-renowned consultant to business,
governments, schools and industry
 Author of 62 books in 40 languages
 Originator of Six Thinking Hats, Lateral
Thinking and Direct Attention Thinking Tools
The Originator
Dr. Edward de Bono
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9. +
THINKING
“The Ultimate Human Resource”
We can always improve our thinking skills.
Confused thinking arises from trying to do too
much at once.
We should emphasize what can be, & not
what is.

10. + Benefits Of The
Six Thinking Hat Framework
Parallel
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Adversarial
Improve Exploration
Save Time
Improve Creativity & Innovation
Foster Collaborative Thinking

11. + Results Around The
Wor ld
Since 1993 over 200,000 trained
In use by many of the largest & most
successful organizations worldwide
Works well in different cultures
Applies at all levels & across
disciplines
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12. + The Basics
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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.

13. +
So the six hats are…?
Six colors of hats for six types of thinking
 Each hat identifies a type of thinking
Hats are directions of thinking
Hats help a group use parallel thinking
 You can “put on” and “take off” a hat

14. +
Uses for Six Hats
Problem solving
Strategic planning
Running meetings
Much more

15. +
Six colors…
 White: neutral, objective
 Red: emotional, angry
 Black: serious, somber
 Yellow: sunny, positive
 Green: growth, fertility
 Blue: cool, sky above

16. +
…and six hats
 White: objective facts & figures
 Red: emotions & feelings
 Black: cautious & careful
 Yellow: hope, positive & speculative
 Green: creativity, ideas & lateral thinking
 Blue: control & organization of thinking

17. The Red Hat
What do you feel
about the suggestion?
What are your gut
reactions?
What intuitions do you
have?
Don’t think too long or
too hard.

18. The White Hat
The information
seeking hat.
What are the facts?
What information is
available? What is
relevant?
When wearing the
white hat we are
neutral in our
thinking.

19. The Yellow Hat
The sunshine hat.
It is positive and
constructive.
It is about
effectiveness and
getting a job done.
What are the benefits,
the advantages?

20. The Black Hat
The caution hat.
In black hat the
thinker points out
errors or pit-falls.
What are the risks or
dangers involved?
Identifies difficulties
and problems.

21. The Green Hat
This is the creative
mode of thinking.
Green represents
growth and
movement.
In green hat we look
to new ideas and
solutions.
Lateral thinking wears
a green hat.

22. The Blue Hat
The control hat,
organising thinking
itself.
Sets the focus, calls
for the use of other
hats.
Monitors and reflects
on the thinking
processes used.
Blue is for planning.

23. + Six Thinking Hats
Intuitive
Informative
Constructive
Cautious
Reflective Creative

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

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General Hat issues
 Direction, not description
 Set out to think in a certain direction
 “Let’s have some black hat thinking…”
 Not categories of people
 Not: “He’s a black hat thinker.”
 Everyone can and should use all the hats
 A constructive form of showing off
 Show off by being a better thinker
 Not destructive right vs. wrong argument
 Use in whole or in part

26. +
Benefits of Six Thinking Hats
 Provides a common language
 Experience & intelligence of each person (Diversity of thought)
 Use more of our brains
 Helps people work against type, preference
 Removal of ego (reduce confrontation)
 Save time
 Focus (one thing at a time)
 Create, evaluate & implement action plans

27. +
Using the hats
 Use any hat, as often as needed
 Sequence can be preset or evolving
 Not necessary to use every hat
 Time under each hat: generally, short
 Requires discipline from each person
 While using it, stay in the idiom
 Adds an element of play, play along
 Can be used by individuals and groups

28. +
Results of Six Hat Thinking
 Deriving power from focused thinking
 Saving time
 Removing ego from decisions
 Doing one thing at a time

29. +
Use Preset Sequence
Discipline
Timing
Guidelines

30. +
Results of Six Hat Thinking
Decisions Seem to
Make
Themselves!

31. + What If It’s Not Possible to Make
a Decision...?
May Need More Information
Can’t Reconcile Values
May Depend on Future Information

33. +

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35. +
Role
of the Chairperson/Presiding
Officer/Facilitator
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
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x

36. + Role of the
member/par ticipan
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t 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

37. +
Edward de Bono’s
Six Thinking Hats
A tool for
decision
making &
problem
solving
FREDERICK MARS UNTALAN MD