Six Thinking Hats: Proven Way To Elite Thinking
“Poirot," I said. "I have been thinking." "An admirable exercise my friend. Continue it.” ― Agatha Christie
THINKING TOOL
The six thinking hats is a thinking framework developed by Edward de Bono. It is used to enhance and clarify decision-making and brainstorming by pushing us to shift perspectives. Six different perspectives to be precise, represented by “hats”, hence the name. The method prevents groupthink, reduces conflict, and promotes structured discussion. Each perspective is explored before coming to a conclusion.
Typically six hats is used in a team, but it can definitely be employed alone as well. By mentally “wearing” each thinking “hat” you can readily redirect your focus and thought patterns. The hats are as follows. The white is the factual, information hat, “The facts, just the facts.” The yellow hat symbolizes brightness and optimism. Under this hat you seek out the positives and probe for potential value or benefit. The black hat is the most powerful hat: that of risks, difficulties, and problems. Spots difficulties where things might go wrong. Figures out why things may not work. Points out issues of risk. The red hat is the emotional, feelings role. A symbol of feelings, hunches, and intuition; using this hat you express emotions, fears, likes, dislikes, loves, and hates. And the green concentrates on creativity: the possibilities, alternatives, and new ideas.
Lastly, there’s the blue hat. It’s the organizer’s. A control mechanism that overlooks the team as they switch around. There are countless applications and benefits of the six hats approach. Maximizes productive collaboration and minimizes counterproductive behavior. Consider issues and problems systematically. Make meetings shorter and more productive. Reduce conflict among team members. Stimulate innovation by generating more and better ideas. Spot opportunities where others see problems. Make thorough evaluations. Keep egos in check. These are from the author of the method. They list more. The point is that the six hats method is tried-and-true. It works.
The crux of the method is that the human brain thinks in numerous ways which can be deliberately challenged. This prevents bias: it ensures you don’t rely solely on emotion or logic. It encourages creativity: forces you to get out of your habitual thinking patterns. The hats reduce conflict: separates that ego-driven maniac that gets into debates from your rational self. And the framework facilitates collaborative teams: gives every perspective a fair hearing.
How and where to use the six thinking hats:
Individual problem solving: when facing a personal decision, the six hats approach helps you consider all aspects before electing a path. Example: choosing a career change. White hat: look at salary, market trends, and required skills. Red hat: concentrate on your gut feeling—does the job excite you? Black hat: what risks, like financial instability or skill gaps, are there? Yellow hat: identify the benefits, such as career growth and job satisfaction. Green hat: brainstorm alternatives like freelancing or part-time work. Blue hat: organize your thoughts and decide where you’re going moving forward.
Team meetings and brainstorming: a group can collectively “wear” the same hat at the same time, avoiding biases and ensuring everybody’s attention is on the same page. Example: deciding a company expansion strategy. White hat: gather market data and conduct a competitor analysis. Red hat: discuss the team’s concerns and excitement. Black hat: outline risks like high costs and operational challenges. Yellow hat: highlight potential lucrative gains like revenue and brand visibility. Green hat: explore unconventional expansion strategies, like scaling through automation. Blue hat: summarize findings and decide on a next action.
Conflict resolution: use the six thinking hats to prevent defensive arguments from flooding conversation by ensuring each side thinks from multiple perspectives. Example: resolving a workplace dispute. Team members should first wear the white hat to view the facts objectively. Then, use the red hat to express those feelings. Subsequently, slap on the black and yellow hats to evaluate the drawbacks and benefits of solutions. Following, wear the green hat to encourage compromise and call to attention alternative solutions. Finally, put on the blue hat to structure the resolution once a win-win has been found.
Six thinking hats is a tool that allows you to consider a decision or problem from different angles. Deliberately see aspects you would have otherwise overlooked. This makes your decision better and more resilient in the end. If you want to do a deep dive, read Edward de Bono’s book with the same title. He made the method. For now, try on a hat or two yourself. Switch between positivity, creativity, emotion, data, risks, and processes. “Wear” them all.