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6 thinking hats


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The 6 Thinking hats ensures that groups think together in a focused manner, staying on task, & ensures that they focus their efforts on the most important elements of any issue being discussed.

Published in: Leadership & Management
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6 thinking hats

  1. 1. + Edward de Bono’s Six Thinking Hats A tool for decision making & problem solving FREDERICK MARS UNTALAN MD
  2. 2. + Creative Problem Solving
  3. 3. + “Traditional” CPS Mess-finding Data-finding Problem-finding Idea-finding Solution-finding Acceptance-finding
  4. 4. + Common idea-finding methods Brainstorming Mind Maps Free association Free-writing Incubation
  5. 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. 6. +  Plato: See Shadows of the Truth  Aristotle: Concerned with What Is--  Analysis, Judgment, Argument  Socrates: Focused on the Negative
  7. 7. + Six hats is parallel thinking
  8. 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 8
  9. 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. 10. + Benefits Of The Six Thinking Hat Framework Parallel 10 Adversarial Improve Exploration Save Time Improve Creativity & Innovation Foster Collaborative Thinking
  11. 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 11
  12. 12. + The Basics 12 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. 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. 14. + Uses for Six Hats Problem solving Strategic planning Running meetings Much more
  15. 15. + Six colors…  White: neutral, objective  Red: emotional, angry  Black: serious, somber  Yellow: sunny, positive  Green: growth, fertility  Blue: cool, sky above
  16. 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. 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. 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. 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. 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. 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. 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. 23. + Six Thinking Hats Intuitive Informative Constructive Cautious Reflective Creative
  24. 24. 24 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
  25. 25. + 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. 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. 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. 28. + Results of Six Hat Thinking  Deriving power from focused thinking  Saving time  Removing ego from decisions  Doing one thing at a time
  29. 29. + Use Preset Sequence Discipline Timing Guidelines
  30. 30. + Results of Six Hat Thinking Decisions Seem to Make Themselves!
  31. 31. + What If It’s Not Possible to Make a Decision...? May Need More Information Can’t Reconcile Values May Depend on Future Information
  32. 32. +
  33. 33. +
  34. 34. + 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 35 x
  35. 35. + Role of the member/par ticipan 36 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
  36. 36. + Edward de Bono’s Six Thinking Hats A tool for decision making & problem solving FREDERICK MARS UNTALAN MD