Six Thinking Hats

Definition of Six Thinking Hats

The Six Thinking Hats® is a role-playing model presented by Edward de Bono in 1986. It serves as a team-based problem solving and brainstorming technique that can be used to explore problems and solutions and uncover ideas and options that might otherwise be overlooked by a homogeneously thinking group.

The basic premise hinges upon the idea that most people think and reason in a specific way based on their personality type. This means that a more emotional person may generate ideas differently than a more analytical person, and vice-versa. Similarly a pessimist will approach a situation very differently than an optimist.

Edward de Bono identified 6 types of one-dimensional personalities or “Thinking Hats”. While the average person will often imbue qualities from several of these 6 types, the goal of the Six Thinking Hat model is to assign each member of the team a different, one-dimensional “Thinking Hat” for the duration of the problem solving or brainstorming session.

Underlying Principles of Six Thinking Hats

The premise of the method is that the human brain thinks in a number of distinct ways which can be deliberately challenged, and hence planned for use in a structured way allowing one to develop tactics for thinking about particular issues. De Bono identifies six distinct directions in which the brain can be challenged. In each of these directions the brain will identify and bring into conscious thought certain aspects of issues being considered (e.g. gut instinct, pessimistic judgement, neutral facts). None of these directions is a completely natural way of thinking, but rather how some of us already represent the results of our thinking.[citation needed]

Since the hats do not represent natural modes of thinking, each hat must be used for a limited time only.[citation needed] Also, some will feel that using the hats is unnatural, uncomfortable or even counterproductive and against their better judgement.

A compelling example presented is sensitivity to "mismatch" stimuli. This is presented as a valuable survival instinct, because, in the natural world: the thing that is out of the ordinary may well be dangerous. This mode is identified as the root of negative judgement and critical thinking.

Colored hats are used as metaphors for each direction. Switching to a direction is symbolized by the act of putting on a colored hat, either literally or metaphorically. This metaphor of using an imaginary hat or cap as a symbol for a different thinking direction was first mentioned by De Bono as early as 1971 in his book "Lateral Thinking for Management" when describing a brainstorming framework.[4] These metaphors allow for a more complete and elaborate segregation of the thinking directions. The six thinking hats indicate problems and solutions about an idea the thinker may come up with.

Similarly, "The Five Stages of Thinking" method—a set of tools corresponding to all six thinking hats—first appears in his CoRT Thinking Programme in 1973:

The Importance of Six Thinking Hats Model

Using Six Thinking Hats®, you and your team will learn how to use a disciplined process which will…

• Use Parallel Thinking as a group or team to generate more, better ideas and solutions
• Make meetings much shorter and more productive
• Reduce conflict among team members or meeting participants
• Stimulate innovation by generating more and better ideas quickly
• Create dynamic, results oriented meetings that make people want to participate
• Go beyond the obvious to discover effective alternate solutions
• 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

Significant Applications for the Parallel Thinking Process of Six Thinking Hats

• Leadership Development
• Team Productivity, Alignment and Communication
• Creative and innovative thinking
• Meeting leadership and decision making
• Product and Process Improvement, and Project Management
• Critical, Analytical Thinking and Problem-Solving
• Organizational Change/Performance
• Wherever High Performance Thinking and Action is needed

Example of Six Hat Thinking

The directors of a property company are considering whether they should build a new office block. The economy is doing well, and the vacant office spaces in their city are being snapped up. As part of their decision-making process, they adopt the Six Thinking Hats technique.

Wearing the White Hat, they analyze the data that they have. They can see that the amount of available office space in their city is dwindling, and they calculate that, by the time a new office block would be completed, existing space will be in extremely short supply. They also note that the economic outlook is good, and steady growth is predicted to continue.

Thinking with a Red Hat, some of the directors say that the proposed building looks ugly and gloomy. They worry that people would find it an oppressive or uninspiring place to work.

When they think with the Black Hat, they wonder whether the economic forecast could be wrong. The economy may be about to experience a downturn, in which case the building could sit empty or only partially occupied for a long time. If the building is unattractive, then companies will choose to work in other, more attractive premises.

Wearing the positive Yellow Hat, however, the directors know that, if the economy holds up and their projections are correct, the company stands to make a healthy profit. If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.

With Green Hat thinking, they consider whether they should redesign the building to make it more appealing. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term, then buy up property at a lower cost when the next downturn happens.

The chairman of the meeting wears the Blue Hat to keep the discussion moving and ideas flowing, encouraging the other directors to switch their thinking between the different perspectives.

Having examined their options from numerous viewpoints, the directors have a much more detailed picture of possible outcomes, and can make their decision accordingly.