Creative Problem Solving with

Six Thinking Hats

How to use Edward de Bono's

Parallel Thinking in Problem Solving

Prepared By:Kishor Lamdande

 Agenda
• Define parallel thinking
• Identify each of the six hats
• Apply six hats method to problem solving

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 Parallel Thinking
• At any moment everyone is looking in the same
direction.
• Each thinker puts forward his or her thoughts in
parallel with the thoughts of others
• Guides thought processes in one direction at a time
so we can effectively analyze issues, generate new
ideas, and make better decisions.
• Constructive alternative to arguments

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 So the six hat s are ... ?
• Six colors of hats for six types of thinking
- Each hat identifies a type of thinking
- Hats are directions of thinking
• Hats help a group use parallel thinking
- You can "put on" and "take off" a hat

De Bono"s

4 .7ii..
Hats
&
_ / ~

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 Edward de Bono
• Physician, author, inventor and
consultant.
• Born: May 19, 1933. Malta

• Education: University of Cambridge, Christ Church,

Oxford

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 Six colors ...
• White: neutral, objective
• Red: emotional, angry
• Black: serious, somber
• Yellow: sunny, positive
• Green: growth, fertility
• Blue: cool, sky above

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 ... and six hats
• White: Objective facts & figures
• Red: Emotions & feelings
• Yellow: Hope, positive & speculative
• Green: Creativity, ideas & lateral thinking
• Blue: Control & organization of thinking

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 Using the hats

• 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
• Can be used by individuals and groups

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 Blue Hat
Managing the Thinking Process

• Control of thinking & the process

• Instructions for thinking
• The organization of thinking
• Control of the other hats
• Begin & end session with blue hat
• Discipline and focus
• Facilitator, session leader's role

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 Open with the blue hat.
• Why we are here
• w hat we are t hinking about
• def init ion of t he sit uat ion or problem
• what we want to achieve
• where we want to end up
• the background to the thinking
• a plan for the sequence of hats

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 White Hat
Information Available & Needed

• Neutral, objective information

• Facts & figures
• Quest io ns: w hat do we know, w hat do n' t we know,
what do we need to know
• Excludes opinions, hunches, judgements
• Removes feelings & impressions

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 Red Hat
Intuition and Feelings

• Emotions & feelings

• Hunches, intuitions, impressions
• Doesn't have to be logical or consistent
• No justifications, reasons or basis
• All decisions are emotional in the end

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 Black Hat
Caution, Difficulties, and Problems

• Cautious and careful

• Logical negat ive - why it won' t work
• Crit ical judgment , pessimist ic view
• Separat es logical negat ive f rom emot ional
• Focus on errors, evidence, conclusions
• Logical & truthful, but not necessarily fair

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 Yellow Hat
Benefits and Feasibility

• Positive & speculative

• Posit ive t hinking, opt imism, opportunity
• Benefits
• Best-case scenarios
• Exploration

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 Green Hat
Alternatives and Creative Ideas

• New ideas, concepts, perceptions

• Deliberat e creat ion of new ideas
• Alt ernat ives and more alt ernat ives
• New approaches to problems
• Creative & lateral thinking

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 ... and close with the blue hat
• What we have achieved
• Outcome
• Conclusion
• Design
• Solution
• Next steps

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 Summary
DE BO NO S SI X THI NKI NG HATS

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 General hat issues
• Direction, not description
- Set out to think in a certain direction
- "Let's have some black hat thinking .."
• Not categories of people
- Not: "He's 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

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 Benefits of Six Thinking Hats
• Provides a common language
• Experience & intelligence of each person (Diversity of
thought)
• Helps people work against type, preference
• Removal of ego (reduce confrontation)
• Focus (one thing at a time)
• Create, evaluate & implement action plans

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 Thank You

• Questions/comments?

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