copyright 2000. the mcquaig group inc. 1 six thinking hats ® as a problem solving and directed...

1Copyright 2000. The McQuaig Group Inc.

Six Thinking Hats®

As a Problem Solving and Directed thinking Tool

Presented by:

Suman Datta

Copyright 2000. The McQuaig Group Inc. 2

Benefits Of The Six Thinking Hat Framework

Parallel

Save Time

Improve Creativity & Communcation

Adversarial

Foster Collaboration


The Originator

Dr. Edward de Bono

• M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar

• World-renowned consultant to business, governments, schools and industry

• Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools


Results Around The World

• In use by many of the largest & most successful organizations worldwide

• Works well in different cultures

• Applies at all levels & across disciplines


The Basics

• 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.

• Members in the group all wear the same hat (do the same type of thinking) at the same time.

• When members change hats - they change their thinking.

Copyright 2000. The McQuaig Group Inc.

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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.


7

White Hat Thinking

• Think of paper with information on it; paper coming out of a computer printer.

• Concerned with DATA and INFORMATION.


8

White Hat Thinking

• What information do we have?

• What information do we need?

• What information would we like to have?

• How will we get the missing information?

• Concerned with INFORMATION matters.


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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.


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Red Hat Thinking

• Think of a cozy, warm, red fire.

• Concerned with FEELINGS and EMOTIONS.

• Put forward feelings, hunches, intuitions, emotions.


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Red Hat Thinking

• There is NO NEED to:• Apologize for the

feelings• Explain or justify the

feelings• Disguise the feelings

as logic


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Red Hat Thinking

• Feelings and intuition are valuable ingredients in discussion.

• Normally excluded as they are neither fact nor logic.

• Six hats gives them a valid place in exploring a subject.


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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?


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Yellow Hat Thinking

• Think of sunshine and optimism

• Represents the LOGICAL POSITIVE

• Benefits• Value• Feasibility


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Yellow Hat Thinking

• Concerned with Logical Positive

• There must be a sound reason for what is claimed.

• Must be optimistic, yet realistic

• Requires deliberate effort


16

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.


17

Black Hat Thinking

• Think of officers in dark uniforms

• Concerned with CAUTION

• Stops us from doing things that are illegal, wrong or dangerous

• Represents LOGICAL NEGATIVE


18

Black Hat Thinking

• Points out: dangers, weaknesses, faults, difficulties, problems.

• Why something may not work or be profitable.

• Without Black hat thinking, thinking could be unrealistic or lead to danger!


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• 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.

The Green Hat


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Green Hat Thinking

• Think of vegetation, growth, natural energy, sprouting and branching.

• Represents CREATIVITY

• Makes time for deliberate creative effort


21

Green Hat Thinking

• New ideas and further alternatives

• Modifications and variations in existing ideas

• Possibilities, even if remote

• Does NOT need to have a logical base!


22

• 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.

The Blue Hat


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Blue Hat Thinking

• Think of blue sky or overview.

• Concerned with PROCESS CONTROL.

• Manages the thinking process.


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Blue Hat Thinking

• Defines the focus for thinking.

• Asks for summaries and conclusions.

• Sets the agenda for thinking.

• Offers comments on thinking that has taken place.


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Blue Hat Thinking

• Plans and controls the thinking.

• Is concerned with METACOGNITION (thinking about thinking).


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Six Thinking Hats

IntuitiveInformative

Constructive

Cautious

CreativeReflective


Blue HatBlue HatManaging The Thinking

Setting The FocusMaking Summaries

Overviews ConclusionsAction Plans

Green HatGreen HatCreative Thinking

Possibilities Alternatives New Ideas New Concepts

Overcome Black Hat Problems & Reinforce Yellow Hat Values

Black HatBlack Hat

Why It May Not WorkCautions DangersProblems Faults Logical Reasons Must Be Given

Yellow HatYellow HatWhy It May Work

Values & Benefits(Both Known & Potential)

The Good In ItLogical Reasons Must Be Given

Red HatRed HatFeelings & Intuition

Emotions Or Hunches “At This Point”

No Reasons or JustificationKeep It Short

White HatWhite HatInformation & Data

Neutral & ObjectiveChecked & Believed Facts

Missing Information & Where To Source It

FOCUSFOCUS


White HatWhite HatInformation & Data

Neutral & ObjectiveChecked & Believed Facts

Missing Information & Where To Source It

Red HatRed HatFeelings & Intuition

Emotions Or Hunches “At This Point”

No Reasons or JustificationKeep It Short

Black HatBlack Hat

Why It May Not WorkCautions DangersProblems Faults Logical Reasons Must Be Given

Yellow HatYellow HatWhy It May Work

Values & Benefits(Both Known & Potential)

The Good In ItLogical Reasons Must Be Given Green HatGreen Hat

Creative ThinkingPossibilities Alternatives New Ideas New Concepts

Overcome Black Hat Problems & Reinforce Yellow Hat Values

Blue HatBlue HatManaging The Thinking

Setting The FocusMaking Summaries

Overviews ConclusionsAction Plans

FOCUSFOCUS


Mediator’s Role

• 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• Contribute under each hat• Form periodic or final summaries of the

thinking for consideration by the team

x


Member’s Role

• Follow the lead of the mediator

• 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


Sources

• www.debonoonline.com• www.edwarddebono.com• home.um.edu.mt/create/sixhats.ppt • www.debonogroup.com/powerpoint/ 6hats_files/frame.htm • The Six Thinking Hats by Edward De Bono

copyright 2000. the mcquaig group inc. 1 six thinking hats ® as a problem solving and directed...

Documents

mcquaig group

thinking hats

red hat

white hat

type of thinking

yellow hat

lateral thinking

mode of thinking