INTRODUCTION TO SIX THINKING HATS

Introduction to Six Thinking Hats:
This introduction is designed to help people understand the principles of the Six Thinking Hats by Edward de Bono. It should enable one to appreciate the value and importance of the tools that can be used for Creative Thinking. This introduction is inadequate if considered to be a course. There are courses available which will not only enable one to use the Six Thinking Hats methods but will also incorporate other simple and powerful thinking 'tools' developed by Edward de Bono. These more advanced courses, under the expert tuition of APTT accredited trainers, enable one to refine their thinking process and practice all the techniques. Members of the Edward de Bono Creative Team are able to see and join in the Six Thinking Hats in action at the hands of experienced practitioners.

It is insufficient to learn how to use the Six Thinking Hats without sustained or follow up guided practice. For those who may find it difficult to practice there are a number of topics in the Edward de Bono Creative Team conference area where there is a welcome.

Six Thinking Hat Lessons are also available for schools.

All the thinking techniques and methodologies developed by Edward de Bono are non-exclusive and all can be used in conjunction with each other.

Six Thinking Hats is widely used in industry and commerce due to its simplicitly and effectiveness. An important aspect of the Six Thinking Hats techniques is that by its discipline it avoids adversarial discussion and even when there may be vast differences in opinion it allows for these considerations to be 'laid out in parallel' in order that a creative consensus is reached.

Which are the SIX THINKING HATS?

WHITE HAT for information known or needed
YELLOW HAT for optimism, for values and benefits and why it will work
GREEN HAT for possibilities, for alternatives and for new ideas
RED HAT for feelings, for hunches and for intuition
BLACK HAT for judgement and for why it will not work
BLUE HAT for managing the thinking process

It is immediately apparent that these Six Thinking Hats cover every major aspect of thinking and through their simplicity will alter the way we think and work together. Six Hats is the minimum while more than six would be confusing.

Categories?
The Six Hats are not descriptions of thinkers or categories of thinkers. Somebody may be described as an optimist and somebody else as a pessimist - these descriptions have nothing to do with the Six Thinking Hats. Each person must be able to use each of the hats. Some people will be better at using one hat than at another. Some people will prefer to use one hat than another, but all people must be able to use all hats or at least be capable of understanding all the hats.

The Six Hats method requires a schedule in the use of the hats. It is no use mixing all the hats up together, there is a time for each type of thinking or hat in the structure of the methodology.

Those unfamiliar with the type of thinking required for each of the hats may observe statements by other people and categorise the statements under one or other of the hats. This is not Six Hats thinking but it serves to help to identify the thinking required.

The use of one hat on its own will give the category of the statement but it is not parallel thinking and therefore not Six Hats. Neverthless there is a need to use the occasional use of a hat to focus attention for a while and then get back to a conversation, discusssion or argument.

The White Hat.
In this mode thinking is concerned exclusively with information. Examin the information, have we got all the pertinent information? Is the information complete? Do we need more information? How are we going to get more information?

It is rare that all the information is available or as much information as one would like is available. This is no excuse for not doing White Hat and subsequent thinking if only to test whether the 'missing' information is crucial.

White is neutral and 'pure' - pure facts and figures. White Hat thinking does not include what one believes to be true.

The Red Hat.
Red is often associated with danger but can also be associated with warmth. In the Six Hats Context 'red' is for feelings, emotions, gut feeling, intuition. These are personal feelings which do not have to be justified and it would be wrong to require justification. This process is important and needs to be addressed and got out of the way otherwise it will hang like a cloud over the discussions.

The Black Hat.
This is the 'caution' Hat. It is the most widely used hat and the most useful. Without the Black Hat thinking would be totally unrealistic and could lead to disaster. There is no scope for argument within this framework. The black hat points out the difficulties, dangers, problems, 'illegalities', faults, weaknesses etc. However, the black hat must not be overused - particularly as it is most akin to our traditional way of thinking from which we are breaking free. Unlike the red hat logical reasons must be given for doubts. It is the 'judgemental' hat - judges wear black.

The Yellow Hat.
While the black hat would be logical negative the yellow hat is logical positive. Yellow for sunshine, for hope, for brightness, for optimism.

The Yellow Hat looks for benefit and value, for feasibility - can this work? Is it realistic or could it be realistic?

Perhaps the yellow hat is less natural to survival than the black hat and as such needs more thinking effort and practice without 'going over the top'. It creates concrete proposals and permits visions and dreams.

The Green Hat.
This is the 'creativity' hat. Green for plant growth, for branching, for natural energy, for fertility. Unlike the yellow hat the green hat does not need to have a logical basis. There needs to be a deliberate creative effort for ideas whether or not modifications or variations or existing ideas. It allows for new ideas and suggestions - their value can be checked at a later stage. If one is struggling with creativity here then try some of Edward de Bono's Lateral Thinking Tools such as 'Po' or random word.

The Blue Hat.
Blue is for control, for overview. Think of the sky. Blue is cool. The thinker or thinkers can stand back and review and decides ofn the thinking that needs to take place - in other words: thinking about thinking!

The blue hat is concerned with 'process control', it defines the focus for thinking and 'asks' for summaries and conclusions. The agenda for thinking or the order in which the other hats are to be used is set in the blue hat thinking. Within the blue hat comments can be made about the thinking taking place in the other hats. The blue hat remains open while the other hats open and close with no more than one open at any time.

The discipline in Six Hats.
Although the use of Six Hats is primarily in meetings, conversations and discussions involving other people, the Six Hats methods can also be used by individuals. An individual may 'argue' with oneself, how much more profitable would it be to use parallel thinking and the Six Hats either occassionally or systematically?

One requires to allot time for each of the hats. Time time limit should not be too long as one would tend to wander, with practice the time allocation must be shortened to 'sharpen up' the attention to the focus of the particular hat. Time discipline is part of thinking discipline. If necessary switch thinking abruptly to the next hat. One must become accustomed to switching thinking at will and in a controlled manner instead of drifting along.

If a thought comes to mind that would fit under a different hat while you are working within a hat, discard that thought, do not even make a note of it - resist the temptation. There are two reasons for this. Firstly one must give exclusive attention to the current hat. Secondly by noting thoughts for different hats one is just classifying thoughts - not focussing thoughts within the time allowed for each of the hats.

Use of the Six Hats.

The occasional use:
This means the use of one hat at a time used to direct a change in the type of thinking. Perhaps a 'disruption' in a conversation or discussion or argument so that the minds of the participants can regain appropriate focus on a requirement.

 

The systematic use:
Here the hats are used in sequence, one after another, in order to explore a subject quickly and thoroughly. Each hat may be used as many times as required in the sequence. The sequence of hats may be planned in advance or may be worked out as the meeting progresses.

 

Individual use:
The benefits of the the Six Hats are to be found in meetings. However, the hats can also be used by individuals - with a great deal of self discipline.

If an individual fears that the consideration of a subject may be influenced by fears, emotions etc. then the formal structure of the Six Hats method should be used. In this case it is important to focus on each hat in turn and not move back and forth between hats. The idividual must make a deliberate effort to think in one 'direction' at a time. The use of the Blue Hat must be objective - "my yellow hat thinking was not much good".

The occasional use of the hats will also be of use to an individual especially if the individual feels that the thinking is drifting. When this happens the individual can 'call up' a hat and re-focus the thinking. If the thinking is verging towards gloom and doom then some yellow hat thinking may be required. If the sun is out and everything is looking marvellous put on a black hat temporarily. The red hat will get rid of doubts while the green hat will focus on alternatives or the requirement for new ideas.

 

Conversation use:
In this context and for all intents and purposes a conversation between more than two persons will be called a 'meeting'.

You may want the other person to put on a specific hat. You may want the other person to see some benefits - put on a yellow hat. You may want some creative ideas to be explored - "lets put on a green hat". At times the other person appears to be wearing a hat - like a red hat, which needs changing.

In the conversation use of the Six Hats one of the most frequent uses is simply to ask for a switch in thinking from one hat to another even when no systematic approach has been taken. It is often the case that one of the conversationalists is dominant and it is this person who will call the switches in the hats. There are many ways of soliciting the switch in hats which will come with additional tutoring and practice. In this type of use all the hats can be used but there is no strict time control as a focus on a hat may be for a couple of minutes and then the conversation can drift off to be called back at an appropriate moment to another hat and so on. It is quite acceptable in this conversational use of the Six Hats for one of the pair to announce the putting on of a particular hat to get the other participant to re-focus.

 

Use in Meetings:

The main value of the Six Hats method is in meetings in order to get meetings more productive and focused. The hats allow minds to think in a richer way instead of being locked into a position which has to be defended.

The most important thing in a meeting is that everyone must make an attempt to use the designated hat. If a yellow hat is designated then it is not a matter of the yellow hat being only used by the supporters of an idea while the opponents keep quite. The hats are not a description of individuals or their preferred thinking behaviour. Rather than wait for volunteer contributions it may be necessary to ask individuals in turn for their thinking under the hat in use. The point about the method is that everyone should make an effort to think in parallel for the cooperative exploration of the subject.

With the exception of the blue hat, in this environment, it is not permitted for an individual to interrupt or to say "Putting on my black hat..."(as in conversation use). Thinkers must stick to the designated hat whether they like it or not.

The facilitator, the chairperson or person organising the meeting will usually wear the blue hat. Others can make blue hat suggestions and ask for summaries etc.

In meetings there should be no disagreements or contradictions during the use of the hats. If there is an alternative or different point of view it must be 'laid alongside' the original point of view.

 

Use in Reports:
The Six Hats framework can be used in reports. It is possible to lay out a report according to a sequence of hats with detailed considerations under each hat.

The Six Hats framework may only be applied to action proposals with each proposal being examined under a sequence of hats.

The Six Hats can also be used as a reference framework for looking at reports.

 

Occasional use of the Six Hats:
The occasional use of the Six Hats is when one of the hats is used on its own. The rest of the thinking may be embedded in argument, discussion, conversation etc. Now and again the benefit of using a hat is required. It is usually necessary to use one or more of the hats to ensure that the thinking involved is complete.
Particular circumstances and the wishes of the people involved will determine which hat is used and when. Here are some general guidelines of where a particular hat may be useful - it is not a comprehensive list and with experience more and more circumstances can be added.
Yellow Hat:
Whenever a new idea is suggested - to see if it has benefit and merit. When an idea is presented for judgement it is more useful to carry out yellow hat thinking first as it is easier to be positive before being negative than the other way round. If there appears to be a negative consensus it could be useful to test whether there is merit before dismissing the idea. Whenever there appears to be a threat, or something happens or there is a major change it is useful to see if 'the cloud has a silver lining'. When one is convinced that something is bad there is some point in trying a yellow hat effort. Can a problem be turned into an opportunity - may require some green hat as well!

 

Red Hat:
When an idea has been around for a long time or there is a controversial idea it is useful to ask for some red hat thinking to see where everyone stands on the matter. When thinking suggests antagonism or enthusiasm but is insufficiently supported by logic then red hat thinking is indicated to discover the underlying emotions.

When a decision has been made then the red hat can be used to see whether the people involved are happy or otherwise with the decision. In the end decisions are usually emotional and it is the role of thinkers to put matters in a form to which emothional reaction will yield a useful outcome.

Somtimes it is difficult to make a decision because the alternatives are equally balanced or there is insufficient information - then it could make sense to rely on hunch and intuition.

A great deal of red hat thinking is required when considering how an idea is going to be percieved or how an idea is going to be accpted. Such things cannot be worked out logically but have to depend on a feel for people and situations.

 

Black Hat:
Any proposed action must be able to survive black hat scrutiny. Euphoria must not bling judgement. Quite often, the creative brilliance of the idea is so appealing that the practicality of the idea is forgotten. In negotiations any weakening by the other side or when an attractive offer is made - black hat thinking is required.

When there is a change in circumstances both black and yellow hat thinking are required.

 

Green Hat:
When everything is going smoothly and there appears to be no need for alternatives it is time for green hat thinking and the search for alternatives.

When seeking improvement, there is a need to challenge the way things are done - along with this challenge goes green hat thinking. When listing alternatives follow with a green hat - are there more alternatives?

There is a need for green hat thinking whenever area is pin-pointed as needing fresh thinking. When thinking is bogged down or going round in a circle then green hat thinking is needed to open up new directions.

 

White Hat:
Whenever there is a truly new situation, then there is a need for a sustained white hat effort to collect as much information as possible.

Where there is selection, choice or decision there is a need to ensure that information plays its part and that decision fits the actual circumstances.

If the thinking becomes more and more unrealistic and unrelated to the actual world then white hat thinking can bring it back to earth.

Planning has to take into account what is available and what is possible.

The settlement of disagreements and differences of opinion can somtimes be resolved by obtaining the relevant information.

Check out information with white hat thinking before making or accepting offers.

 

Blue Hat:
When thinking has degenerated into a conflict or fight then blue hat thinking can attempt to recreate an exploratory procedure.

When normal case-making and side-taking habits of argument are in full swing then blue hat thinking can seek to switch the preocedure into the Six Hats mode.

When a decision, a conclusion or an outcome is badly needed then blue hat thinking can urge this point upon the participants at a meeting.

If there is only a short time available to explore a subject, then blue hat thinking is needed to set up a productive thinking agenda since normal thinking patterns will not do this.

When there is a need to 'explore' a subject, then blue hat thinking can suggest a structure for exploration.

Thinking sometimes becomes very rambling and drifts from one point to another as thinkers search for inspiration - the discipline of blue hat thinking may be needed.

Systematic Use of the Six Hats:
The occasional use of one of the Six Hats involves the use of single hats as needed in a conversation or meeting. The systematic use means setting up a sequence of hats and then going through these hats one after the other in order to explore the subject thoroughly in a short period of time.

The systematic use of the hats is of particular value in the following circumstances.

When those taking part in the thinking have strongly held and different views. An argument is taking place or likely to take place. When there is a rambling discussion that is not getting anywhere. When time is short and and a subject needs to be examined thoroughly.

Sequence Use of the Six Hats:
The first point to remember is that there is no one right sequence for the use of the hats. This is because the sequence will vary with the subject and with the people thinking about the subject.

There are some general guidlines to keep in mind. There is no point in trying to memorize different sequences for different types of situations, this would over complicate the use of Six Hats.

In practice have a brief discussion about the sequence of hats that should be used. Set it down and use it. If necessary discuss the sequence with members. If used by an individual then practice will determine the sequence.

Page reproduced with permission of Peter de Bono