Six Thinking Hats
Contents |
Overview
The Six Thinking Hats is a group thinking exercise developed by Edward de Bono and was published in 1985. The thinking hats 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. It has a broad application across project, program and portfolio management as a facilitation technique used during brainstorming, ideation, conflict resolution, problem solving, and meeting management. 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.
In the context of project, program and portfolio management, effective communication is a core competency and is essential at all levels of work. When the proper communication (i.e brainstorming, problem solving, meeting management and conflict resolution), is facilitated and the correct tools and techniques are employed, stakeholders and project teams remain engaged and motivated. According to the 2013 PMI report The Essential Role of Communications, poor communication and communication plans drastically increases the risk of project failure and accounts for more than half of projects that fall short of intended business goals. Furthermore, "One out of five projects is unsuccessful due to ineffective communications" (The Essential Role of Communications, 2013).
The PMBOK Guide describes the need to develop project charters in order to formally recognise projects, which can arise from business needs, project scope descriptions and/or strategic plans (4.0, PMBOK, 2013). Whilst project charters enable project managers to allocate organisational resources to projects and their activities, proper scoping of solutions, benefits and deliverables must take place first before charters and plans can be established. Project managers can find it difficult to facilitate discussions amongst team members and stakeholders, as each group have their own ways of natural thinking, priorities and beliefs and bringing these perspectives together in a constructive way can be very difficult and counter-productive.
The PMI standards acknowledges this by describing the need for facilitation techniques (4.1.2.2, PMBOK, 2013), that assist in brainstorming, problem solving, meeting management and conflict resolution to ensure projects are successful. Furthermore, the establishment of project management plans (4.2, PMBOK, 2013), which "defines how the project is executed, monitored and controlled, and closed", as well as conducting project integration management (4.0, PMBOK), which "identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups" as well as includes "making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas", all reference the need for facilitation tools and techniques.
Similarly, the UK Prince2 standards highlight how projects are selected upon their business case merit, which involves lengthy discussions of reasons, benefits, time, cost, risks, investment and options. "The Business Case drives all decision making by ensuring that the project remains justified and that the business objectives and benefits being sought can be realized" (4.3.2, Prince2, 2009). These business case discussions can sometimes be unstructured, involve the wrong stakeholders, be biased in their assessment and static, and require tools that ensure all possible perspectives and options have been explored in a systematic and structured way before proceeding.
The Six Thinking Hats tool and technique enables project managers to facilitate thinking across many different perspectives in a structured approach and can include inputs from all internal organisation levels and external stakeholders, allowing for a structured and streamlined approach towards an agreed and accepted plan. The ability to make the appropriate decisions, identify the correct activities and goals to pursue, coordinate and manage activities and define expectations from a variety of stakeholders requires facilitation techniques such as the thinking hat method that are inclusive, transparent, equitable, non-personal and structured.
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 constantly analysing from multiple perspectives simultaneously. De Bono believed that by creating a common lens for discussion and by isolating each perspective, the entire group can properly discuss all components of an issue, creating a cooperative exploration. 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. In this way the Six Think Hats method creates a practical method from which to conduct constructive thinking, thereby eliminating adversarial thinking, conflicts and drifting discussions.
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 not naturally have decided themselves.
According to the PMBOK Guide section 9.4, "Team management involves a combination of skills with special emphasis on communication, conflict management, negotiation...". Section 9.4.2.3 goes further to describe that "Conflict is inevitable in a project environment", can be due to individual communication, thinking and work styles; and that "solid project management practices, like communication planning and role definition, reduce the amount of conflict". The thinking hats method for group discussions and decision making is a tool and technique that allows for all communication, thinking and work styles to be heard during discussions, whilst simultaneously de-personalising feedback by reframing it in terms of 'hat thinking'.
Furthermore, the PMBOK Guide section 10 discusses how project managers spend large amounts of time in communication with internal and external team members and stakeholders for discussions and decision making, each with their own personal and professional lens and expectation. The thinking hats method of ideation, communication, discussion and decision making enables project managers to bridge the gaps between levels of expertise, perspective, interests, cultural and organisational backgrounds "which impact or have an influence upon the project execution or outcome." (PMBOK, ...)
Method
The Six Thinking Hat technique is driven by the premise of six imaginary hats, each with a different 'mode' of thinking and colour as outlined below. The method of approach for this technique is as follows:
Step 1. Start the group discussion, feedback or ideation session using the blue hat to open up and organise the group thinking process, how it work, what is the focus and what is the intended outcome.
Step 2. Place a coloured marker 'hat' so that it is visible for all members of the discussion, everyone in the discussion must now address the topic using that particular lens of focus or perspective (see below for each colour and the respective lens profile).
Step 3. Rotate through each member of the group one by one to hear their views, thoughts, opinions and responses until everyone has contributed.
Step 4. Change the coloured market 'hat' to another coloured hat and repeat Step 3 until all the coloured hats have been used at least once.
Step 5. End the group discussion, feedback or ideation session using the blue hat to close the group thinking process, summarise the key takeaways, decisions and next steps.
It is not mandatory to use all of the coloured thinking hats during each session, only the ones necessary to facilitate the discussion or appropriate perspective can be used. Examples of this can be seen below in the Application / Uses section.
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?
What do we do next from here?
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, BlueProcess 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 facilitation tool and technique, whilst sound and with many successful applications in history (notably Speedo in 2009 after their swimsuits were banned post the 2008 Summer Olympics), has several limitations. The process is very time consuming and involves significant preparation as participants may not be familiar with the task and will need to be guided through the process. Similarly, the amount of time spent with each hat should be monitored and limited as the majority of thinking modes, 'hats', will not be a natural mode of thinking for the participants and some participants may feel uneasy and uncomfortable during the process which can potentially lead to counter-productivity. Furthermore, participants will each have their preferred brainstorming technique and working rhythm, and may feel more comfortable performing the activity alone as opposed to an open group forum in front of peers and other organisational levels. Finally, hats technique is conducted in an open discussion setting and and conflicts can arise between competing and differing perspectives may arise, hindering the technique.
Reflections
Whilst the thinking hats methodology has several limitations, the PMI and Prince2 standards currently list no tools and techniques that help facilitate discussions and decision making around developing business cases, project charters or project management plans. The standards only help to correctly identify the inputs and outputs required for most project management areas and do not provide any examples of tools and techniques that may help in this often lengthy identification process. The status quo of both the PMI and Prince2 standards does not take into account the multi-lens and often biased approach many stakeholders have when it comes to developing business plans and charters from business cases. In this light, the think hats method provides and useful tool from with to facilitate structured and unbiassed discussion and decision making.
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.
References
A guide to the Project Management Body of Knowledge (PMBOK guide), fifth edition, (2013), Newtown Square, Project Management Institute, USA
Managing Successful Projects with PRINCE2, (2009), Norwich, The Stationary Office, UK
De Bono, Edward, (1985), Six Thinking Hats: An Essential Approach to Business Management, Little, Brown, & Company, USA
Morrison, Jim, (2012, June 26), Spanx on Steroids: How Speedo Created the New Record-Breaking Swimsuit, Retrieved from: https://www.smithsonianmag.com
Pulse of the Profession™ In-Depth Report: The Essential Role of Communications, PMI, 2013. Results based on interviews conducted in March 2013 among 742 full-time project management practitioners with three or more years of project management experience, and among 148 executive sponsors and 203 business owners who have been involved in large capital projects with total budgets of US$250,000 or more in the past three years and are within organizations with a minimum of 1,000 employees worldwide.
Insights and Trends: Current Portfolio, Programme, and Project Management Practices, PwC, 2012. Results based on 1,524 respondents, including project managers, program managers and executive managers across 38 countries
Annotated Bibliography
A guide to the Project Management Body of Knowledge (PMBOK Guide Fifth edition) is a set of US based guidelines used in the preparation and management of individual projects and covers a body of project management terminology, vocabulary, frameworks, tools and concepts. The book provides good practices and a set of standards, methods and processes from which to conduct project management activities from.
PRINCE2 is a UK project management standards guideline developed in collaboration with academics, project managers/sponsors/teams and with experience from past projects. The guidelines are to be used for anyone wishing to learn the PRINCE2 method for project management and for practitioners of all experience levels.
