` ` ` ` `

About six thinking hats Define parallel thinking Identify each of the six hats Apply six hats method to problem solving Hat sequence in Meeting

` `

Developed by Edward de Bono in 1986 A powerful, simple technique for Lateral Thinking IBM reduced meeting time by 40% but kept effectiveness Used in peace processes in South Africa & Northern Ireland Works from traditional connections between thinking & hats

Si

l r

t f r i t
at f thi f thi i i

ft i

Each hat i tifi at ar ir cti

`

Hat hel a r

e arallel thi

You can ut on and take off a hat

At any moment everyone is looking in the same direction.

` ` `

Problem solving Strategic planning Running meetings

` ` ` ` ` `

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 e reset or evolving Not necessary to use every hat i e under each hat: generally, short equires disci line from each erson
While using it, stay in the idiom

Adds an element of lay, lay along Can e used y individuals and groups

` ` ` ` `

` `

Thinking about thinking controls the thinking process by reviewing sets the agenda for thinking Should we start off with some White Hat thinking? Putting on my Red Hat, I feel really angry with the way this meeting is going Makes the thinking process more effective Control of the other hats

` ` `

` ` `

Neutral, objective information Facts & figures Questions: what do we know, what dont we know, what do we need to know Excludes opinions, hunches, judgments Removes feelings & impressions Two tiers of facts
Believed Facts Checked Facts

` ` ` ` ` ` ` `

Emotions & feelings Hunches, intuitions, impressions Doesnt have to be logical or consistent No Justifications, reasons or basis I just dont like the way this is being done My gut feeling is that this will never work Intuition can be wrong, but it can be valuable to bring emotions out into open All decisions are emotional in the end

` ` ` `

` `

Positive & speculative Positive thinking, optimism, opportunity Benefits are reasonably based This might work if we could transfer some staff to the site Lets look at the benefits of your suggestion There should be some self conscious effort to search out benefits/value

` ` ` ` ` `

New ideas, concepts, perceptions Deliberate creation of new ideas We need some new ideas here Lets find some alternatives New approaches to problems Creative & lateral thinking

` ` ` ` ` `

Cautious and careful points out that something will not work Separates logical negative from emotional Our policies do not allow us to do that We cannot achieve that target Overuse of the black hat can kill creativity

Blue: control & organization of thinking White: objective facts & figures Red: emotions & feelings Yellow: hope, positive & speculative Green: creativity, ideas & lateral thinking Black: cautious & careful

Paul Reali CyberSkills, Inc.

` ` ` ` `

DEFINE THE PROBLEM observation, perception, diagnosis EXPLORE THE PROBLEM gather information, reflection, creativity, analysis GENERATE ALTERNATIVE SOLUTIONS imagination, creativity, open-mindedness CHOOSE A SOLUTION reasoning, analysis, decision making IMPLEMENT THE SOLUTION planning, delegation, time management, review & evaluate

Facilitate (Blue Hat) open clarifying the problem Present the facts of the cast (White Hat) Generate Ideas, how the case could be handled ( Green Hat) Evaluate the merits of the ideas, lists benefits (Yellow hat)

List Drawbacks ( Black Hat) Get everybodys gut feeling about the alternatives (Red Hat) Summarize (Blue Hat)