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SixThinking Hats

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VodafoneAccenture CognizantSKF IBMFederal Express Hewlett-PackardAT&T WiproNokia Kellogg’sAmerican Express MotorolaBarclays Bank CitibankHSBC TCSUnilever NASAPWC ShellKPMG PrudentialDu Pont British Airways

What is Common ?

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The Problem ?

AUTHORITY suppresses discussions or questions – no free flow of ideas

Arguments - leads to aggression, selection of facts to support MY POINT

Facts are selectively used, (reinforcing point of view)

Thinking involves taking too many different paths at one time – Emotions, Information, Logic, Creativity

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Everyone thinks in the same direction at any given point

Directions can be changed – but everyone changes direction at the same time!

The Solution !

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Dr. Edward de Bono

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

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

Author of 62 books in 40 languages

Now 80 years old, came to India in 2007.

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Cases

Greg Chappell was using this method to improve INDIAN CRICKET TEAM’S Performance

A division of Siemens reduced product development time by 50%. A must for 3,70,000 employees.

ABB was able to reduce a series of multinational project meetings from 30 days to 2 days.

Sri Lanka Govt stipulates all aid agency must learn this method.

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Basics of the Hats

Six (imaginary) hats that you can put on or take off.

Each is a different color and represents a different mode of thinking.

When we change hats - we change our

thinking.

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Look at all the weak points in our thinking. Try to see why it might not work.

Reasons must be given

The skeptical view

Black Hat thinking -make planning 'tougher'.

Best, when done after Yellow Hat

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Think positively, logical wayWhat are the benefits?What is the value?Reason must be given

Best done after Green hat

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Stands for Creativity.

This is where you can develop creative solutions to a problem.

It is a freewheeling way of thinking, in which there is little criticism of ideas.

What are the possibilities? What will overcome our black hat issues?

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Focus on the data / information available.

This is where you analyze past trends ;

What do we know?

What we need to know?

Where can we get this information?

OPV Questions:

What view others have?

What info we need from them?

How could we get missing information?

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Look at problems using intuition/emotion. To think- how others will react emotionally. Try to understand the responses of people

who do not fully know your reasoning. No need to justify or give reasons for the

emotions

What are the feelings?What is my gut reaction?Which are most interesting?Which ideas are most potential?

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This hat is worn by people Chairing meets.

3 Disciplines:

FOCUS (using active verbs)

TECHNIQUE (which hat after what hat)

TIME (how much time on which hat)

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Blue HatManaging The Thinking

Setting The FocusMaking Summaries

Overviews ConclusionsAction Plans

Green HatCreative Thinking

Possibilities Alternatives New Ideas New

Concepts Overcome Black Hat Problems & Reinforce

Yellow Hat Values

Black Hat

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

Yellow HatWhy It May Work

Values & Benefits(Both Known & Potential)

The Good In ItLogical Reasons Must Be Given

Red HatFeelings & Intuition

Emotions Or Hunches “At This Point”

No Reasons or JustificationKeep It Short

White HatInformation & Data

Neutral & ObjectiveChecked & Believed Facts

Missing Information & Where To Source It

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Rules of the Game

Each hat – 4 min, Red Hat – max 1 min

Never use black hat after GREEN HAT

BLUE HAT• Every round begins and ends with

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Using Sequence of Hats

Example sequence: Blue Hat: Decide Agenda and Sequence White Hat: State facts Green Hat: Brainstorm Yellow Hat: List Advantages Black Hat: List Pitfalls and Disadvantages Red Hat: See how people feel Blue Hat: Take final decision, assign Action Items

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I am unhappy with the merger.

Retooling will take a minimum 3 months.

Our offer is most expensive on the market.

Low staff morale is causing high attrition.

We tried that and staff was not supportive.

It will increase our profile in the community.

I am concerned about staff morale.

Are we ready to commit to a decision

Caution

Managing Thinking

Creative Ideas

Information

Feeling

Benefit

We could offer 2 for price of one.

Exercise- Which hat is this?

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Meeting moves to a controversial subject.

Everybody overly enthusiastic about an idea.

Same old ideas keep coming up.

Key competitors are offering our most popular product

There is a need to find value in new idea

Meeting is running overtime.

There is no meeting agenda.

A new transfer policy is being framed.

Caution

Managing Thinking

Creative Ideas

Information

Feeling

Benefit

An idea is perceived negatively.

Exercise- Which hat will you call for?

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Guidelines for use of HATs

Process Improvement

Caution

Managing Thinking

Information

Feeling

Benefit

1. What and how to improve2. Review current process3. Other view4. What is working well5. What is not working well6. Generate ideas to overcome weakness7. Choose most appropriate ideas8. Decide on next step

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Guidelines for use of HATs

Idea Generation

Caution

Managing Thinking

Information

Feeling

Benefit

1. Generate new ideas about………..2. Share background information3. Generate ideas4. Prioritize based on feedback5. Manage evaluation process of ideas, one at a time6. What is the benefit of this idea7. What is the weakness8. Generate ideas to overcome the black hat9. Summarise the evaluated idea10.Select ideas to move forward11.What to do next

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Let’s Think!!!