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Edward De Bono
The Originator
M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar, worldknown expert in creative thinking. The 6 Thinking Hats is one such technique. World-renowned consultant to business, governments, schools and industry Author of 62 books in 40 languages Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools
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.
We all wear the same hat (do the same type of thinking) at the same time. When we change hats - we change our thinking.
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The main idea is to have the group only wear one hat at a time when considering a problem. The wearing of the hat is metaphorical. At any one time, everyone will wear the same colour, in other words, look at the problem at hand from only one perspective, the perspective indicated by the hat colour.
We can always improve our thinking skills. Confused thinking arises from trying to do too much at once. We should emphasize what can be, not what is.
HOW WE THINK
Different ways of thinking: information logic emotions desires creativity We think in different ways simultaneously, often generating confusion Ex.: we look for a logical excuse for emotions
Increase the constructive output from meetings and decrease meeting times Explore each situation or problem and generate alternatives that go beyond obvious solutions Half Black & Half White Car Use 'Parallel Thinking' techniques as a powerful alternative to Adversarial Thinking Removes the ego from the discussion process De Bono uses the thinking "hat" metaphor because of familiar expressions such as put on your thinking cap (hat)
Six Hats Reduce Confusion The main difficulty with thinking is confusion We try to do too much at once. Emotions, information, logic, hope and creativity all crowd in on us. Why not try and do these different types of thinking one at a time Six Hat Think Parallel Everyone sees the same situation with a different perspective from everyone else In arguments we try to best each other Facts versus opinions Positive possibilities versus negative possibilities Unrealistic expectations versus practicalities
Six colors
White: neutral, objective Red: emotional, angry Black: serious, somber Yellow: sunny, positive Green: growth, fertility Blue: cool, sky above
White: objective facts & figures Red: emotions & feelings Black: cautious & careful Yellow: hope, positive & speculative Green: creativity, ideas & lateral thinking Blue: control & organization of thinking
Direction, not description Set out to think in a certain direction Lets have some black hat thinking Not categories of people Not: Hes a black hat thinker. Everyone can and should use all the hats A constructive form of showing off Show off by being a better thinker Not destructive right vs. wrong argument Use in whole or in part
Provides a common language Experience & intelligence of each person (Diversity of thought) Use more of our brains Helps people work against type, preference Removal of ego (reduce confrontation) Save time Focus (one thing at a time) Create, evaluate & implement action plans
Use any hat, as often as needed Sequence can be preset or evolving Not necessary to use every hat Time under each hat: generally, short Requires discipline from each person While using it, stay in the idiom Adds an element of play, play along Can be used by individuals and groups
Results
ABB multinational project discussions from thirty days down to two days IBM reduced meeting times by one quarter Australian Cricket Team recognized the role played by Six Thinking Hats in World Cup 2003 victory Venezuela has formally introduced de Bono's thinking methods into the school curriculum
IBM
Statoil ( Norway)
Siemens
Ford
McKinsey
Ericsson
Focused Thinking Emphasis on parallel thinking Symbolic role Transformer of personality Removes ego Saves time Empowers organization
Single Use
Sequence Use Evolving Sequence Preset Sequence Group and Individual Individual in Group
Discipline
Direction not description Timing No fixed sequence to follow. Blue hat should always be used both at beginning and at end.
The hats can be used singly at any point in thinking. In general, this is the major use. The hats are used as a convenience for directing thinking and for switching thinking. Simple sequences of two or three hats may be used together for a particular purpose. For example, the yellow hat followed by the black hat may be used to assess an idea. The black hat followed by the green hat may be used to improve a design. (All Weather bike)
Evaluation Sequence
To discover the positive aspects and negative aspects of an idea. You use the yellow hat before the black hat. You could follow up with the green hat (new ideas) and red hat (feelings) thinking. Examples: Consider positive and negative Not doing homework one night. Swapping toys with friends.
Caution Sequence
Looking critically at situations. You are first considering facts with the white hat. Then use the black hat to discover difficulties. This can be followed up with some blue hat or red hat thinking. Examples: consider the consequences Throwing most of your lunch in the bin everyday. Not letting someone know where you are going.
Design Sequence
Encourage students to create new ideas, products or improvements to existing designs. Use the blue, green and red hats. Example: use design sequence to create A better toothbrush Alternatives to homework.
Emotional
Focused
Informative
Positive
Creative
Cautious
Spouse has left the job & plans to start a Pizza Franhisee
Red Hat What is your gut feel about buying this franchise and why? How do I feel being a franchisee owner?
Green Hat Why Smoking Joes? How about another pizza place? How about a Dosa Diner franchise? Why buy a franchise, how about independent ownership? Why buy a restaurant, why not a health club?
Blue Hat Control the meeting, the rules, and the flow of ideas.
You see, all the right things are written in books and research papers. The trick is to ensure that there is no gap between what is written in the books and your vision; from what is happening on the shop-floor and what is going on in the marketplace.