Six Thinking Hats
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| − | The main underlying principal of the thinking hats method is parallel thinking, a system where group members can discuss different points of view in isolation, and without interference from other types of thinking. De Bono believed that the brain could not | + | The main underlying principal of the thinking hats method is parallel thinking, a system where group members can discuss different points of view in isolation, and without interference from other types of thinking. De Bono believed that the brain could not think critically and make judgements efficiently and effectively because it was always analysing from multiple perspectives simultaneously. De Bono |
| + | De Bono acknowledges that his method is not the natural way of thinking for some but that it enables groups to properly address and investigate all points of view and perspective in depth and in parallel. | ||
| − | + | Parallel thinking is described as a constructive alternative to: "adversarial thinking" | |
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To improve group discussion and decision-making by getting your group thinking in parallel with one another and sharing the same framing lens, as an alternative to a discussion based on quick feedback and opposition. | To improve group discussion and decision-making by getting your group thinking in parallel with one another and sharing the same framing lens, as an alternative to a discussion based on quick feedback and opposition. | ||
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The Six Thinking Hats method is a practical way of carrying out Parallel Thinking. This method is of fundamental importance because it provides us, for the first time, with a practical method of constructive thinking. We now have a more constructive alternative to argument or drifting discussion. | The Six Thinking Hats method is a practical way of carrying out Parallel Thinking. This method is of fundamental importance because it provides us, for the first time, with a practical method of constructive thinking. We now have a more constructive alternative to argument or drifting discussion. | ||
| − | + | In traditional adversarial thinking, A and B are in conflict. Each side seeks to criticize the other point of view. The Six Hats method allows Parallel Thinking. Both A and B wear each hat together as they explore all sides of an issue. Adversarial confrontation is replaced by a cooperative exploration of the subject. | |
Revision as of 11:53, 26 February 2018
Contents |
Overview
The Six Thinking Hats is a group thinking exercise developed by Edward de Bono and was published in 1985. The discussion technique, born from the common phrase 'putting on your thinking cap', is used to structure and plan thinking processes, promote lateral thinking and encourage exploration through brainstorming. Several coloured hats are used and rotated during group discussions and meetings to symbolically represent particular modes of thinking (for example: objective, subjective, positive, negative, internal, external) and safely enables group members to explore these thinking modes. The hats method helps to streamline (project, program and portfolio) decision making by improving the efficiency and effectiveness of group discussions and meetings.
Methodology
The main underlying principal of the thinking hats method is parallel thinking, a system where group members can discuss different points of view in isolation, and without interference from other types of thinking. De Bono believed that the brain could not think critically and make judgements efficiently and effectively because it was always analysing from multiple perspectives simultaneously. De Bono
De Bono acknowledges that his method is not the natural way of thinking for some but that it enables groups to properly address and investigate all points of view and perspective in depth and in parallel.
Parallel thinking is described as a constructive alternative to: "adversarial thinking"
To improve group discussion and decision-making by getting your group thinking in parallel with one another and sharing the same framing lens, as an alternative to a discussion based on quick feedback and opposition.
Traditional argument is totally useless for such a design process. Instead, we need Parallel Thinking®, where each thinker puts forward his or her thoughts in parallel with the thoughts of others-not attacking the thoughts of others.
The Six Thinking Hats method is a practical way of carrying out Parallel Thinking. This method is of fundamental importance because it provides us, for the first time, with a practical method of constructive thinking. We now have a more constructive alternative to argument or drifting discussion.
In traditional adversarial thinking, A and B are in conflict. Each side seeks to criticize the other point of view. The Six Hats method allows Parallel Thinking. Both A and B wear each hat together as they explore all sides of an issue. Adversarial confrontation is replaced by a cooperative exploration of the subject.
The thinking hat method address the notion that when the brain is thinking, it is simultaneously interpreting, judging, translating, forming, confirming and dismissing. The method allows for a simpliefied and unbundled approach to approaching discssions and decision making by seperating each persepctive of the thinking, thereby enabling complete concentration and transparency.
Furthermore, the thinking hat method builds upon simplified thinking through the theory that chemical balances inside the brain are different when thinking critically, creatively, positively and negatively; and that the brain is ineffective at looking through each lens simultaneously. By separating out the individual thinking focuses for group discussions, holistic discussions, efficient ideation and better decisions can be made.
Similarly, the thinking hats method also removes personal attack from the realm of ideation and discussions, which can often lead to negative and unproductive work. By referring to responses as a particular type of thinking, you are referring to the brain instead of a person and who they are, which is an easy and effective way to approaching discussions, responses and feedback without insulting or offending others.
Finally, the thinking hat method acknowledges that group discussion participants are unlikely to investigate and pursuit topics, ideas and solutions that they do not instinctively like or agree with, hence creating sub-optimal ideation and decision making. The hats method removes prejudice, personal opinion and tendencies from group discussions and decision making by ensuring that all members of group discussions give a responses and performances based on the particular colour of the hat they are wearing, responses they might not necessarily naturally give. By challenging the natural thinking mode of individuals through the different hats, discussion members can often find themselves challenged, persuaded and even convinced of ideas, topics and solutions that they would nt naturally have decided themselves.
Method
The Six Thinking Hat technique is driven by the premise of six imaginary hats, each with a different 'mode' of thinking and colour. Each coloured hat is then worn by each member during group discussions, and they can only operate in that particular 'mode'. When it is time to switch hats, everyone must do so, and by doing so switch thinking modes. The hats can be interchanged in any order and the method only works when every in thinking in the same 'mode' at the same time.
Red Hat
The red hat is used to explore the emotional perspective of a project, program or portfolio. Th wearer is usually intuitive and instinctive and will usually rely on their gut reactions, feelings, emotions and instincts for the discussion. The wearer will not provide any justification for their responses and can often be persuaded during the course of the discussion as feelings can change.
Typical questions asked by red hat wearers:
What is your first impression of the scenario?
How do you feel about the scenario?
What are your initial thoughts on how to resolve it?
Yellow Hat
The yellow hat is used to explore the optimistic persepctive of a project, program or portfolio. The wearer will be optimistic and always thinking about the benefits. Typically the wearer will try to identify the positive aspects of the project/program/portfolio and will provide logical reasoning for them. Yellow hat thinkers are also seeking harmony within the discussion.
Typical questions asked by yellow hat wearers:
What are the strengths/positive points?
What is working well?
How will it help?
What are the benefits / opportunities?
Blue Hat
The blue hat is used to explore the managing perspective of a project, program or portfolio. It is used to discuss process control and typically the wearer of the blue hat is trying to organise the thinking and plan for action, they will ask questions, ask for summaries, conslusions and decisions.
Typical questions asked by blue hat wearers:
In what order should team members share their perspectives?
What decisions have we reached?
Green Hat
The green hat is used to explore the creativity persepctive of a project, program or portfolio. It is used to enable outside the box thinking and typically the wearer will provoke others and i´nvestigate ideas or thóughts. The wearer of the green hat usually comes up with alternatives, ideas and solutions to black hat problems.
Typical questions asked by green hat wearers:
What are some ways to work this out?
What are other ways to solve the problem?
White Hat
The white hat is used to explore the facts of a project, program or portfolio. The wearer of the white hat will only use available information in their assessments and discussions and will remain neutral and objective.
Typical questions asked by white hat wearers:
"What are the facts?"
"What do I know?"
"What do I need to know?"
"How will i get the information I need?"
What is relevant? Important?
Black Hat
The black hat is used to explore the cautious perspective of a project, program or portfolio. The wearer will typically think of the risks, challenges, obstacles and barriers. The black hat thinker will provide logical reasons for their concerns and is generally conservative, practical and realistic in their responses.
Typical questions asked by black hat wearers:
Why will this not work?
What is wrong?
What are the weaknesses / negative points?
What are the challenges?
Application / Uses
With 6 clear and different modes of thinking established, distinct thinking strategies can then be applied to different stages of project, program and portfolio management.
In any parallel thinking process task, the blue hat should start and end the process enabling a clear process of the how to think and organise, the decisions made and the conclusions. Other thinking hats can then be applied in any order and repeated in order depending on particular focus within the project, program or portfolio.
Classical examples set out on Dr De Bono's book include:
Initial Ideas – Blue, White, Green, Blue
Choosing between alternatives – Blue, White,(Green), Yellow, Black, Red, Blue
Identifying Solutions – Blue, White, Black, Green, Blue
Quick Feedback – Blue, Black, Green, Blue
Strategic Planning – Blue, Yellow, Black, White, Blue, Green, Blue
Process Improvement – Blue, White, White (Other peoples views), Yellow, Black, Green, Red, Blue
Solving Problems – Blue, White, Green, Red, Yellow, Black, Green, Blue
Performance Review – Blue, Red, White, Yellow, Black, Green Red, Blue
Benefits
1. Creates awareness of multiple perspectives and points of view
2. Creates a safe space to discuss issues without predjudice
3. Enables mechanisms to switch gears and thinking
4. Promotes focussed thinking
5. Improves communication
6. Improves decision making
7. Improves creativity of solutions
Limitations
The methodology behind the Six Thinking Hats, whilst sound and with many successful applications in history (notably Speedo in 2009 after their swimsuits were banned post the 2008 Summer Olympics), has limitations.
Firstly, the process is very time consuming and involves preparation as participants may not be familiar with the task and will need to be guided.
Secondly, the amount of time spent with each hat should be monitored and limited as the majority of hats will not be a natural mode of thinking for the participants. Some participants may feel uneasy and uncomfortable during the process which can lead to counter-productivity.
Thirdly, participants will each have their preferred brainstorming technique and would rather perform the activity alone as opposed to an open group forum.
Finally, the Six Thinking Hats method is an open setting discussion tool and conflicts between differing perspectives may arise during application of the technique.
Modern Interpretations
Some consultancies have proposed versions that augment the thinking hats into professions (doctor, engineer, lawyer etc), internal company hierarchies (employee, middle level manager, office, CEO, board), stakeholder groups or customer groups.
Further Reading
"The Five Stages of Thinking" is another ideation and communication tool related to the Six Thinking Hats, developed by Edward De Bono in 1973. The Five Stages of Thinking was developed for the Cognitive Research Trust (CoRT) Thinking Program' and further explores the strength of perceptive thinking and that thinking is a skill that can be developed.
