1. 6 Thinking Hats
Originated by
Edward De Bono
An Art of Parallel Thinking
By : Nadeem Yousaf
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2. What We Will Learn
Informative
Intuitive Parallel Constructive
Thinking
Reflective Creative
Cautious
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3. Parallel Thinking Why
John Godfrey Saxe's ( 1816-1887) version of the famous Indian legend
It was six men of a Country To learning much inclined, Who went to see
the Elephant (Though all of them were blind), That each by observation
Might satisfy his mind.
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4. Parallel Thinking Why: Contd.
Wall
Fan
Spear
Snake
Rope
Tree
And so these men of Indostan Disputed loud and long, Each in his own opinion
Exceeding stiff and strong, Though each was partly in the right, And all were in
the wrong!
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5. Traditional Vs. Parallel Thinking
 Argument [Westren] Vs. Parallel Thinking Adversarial Thinking
[Japanese]
A B
 This is almost the exact opposite of argument,
adversarial, confrontational thinking
 Each party deliberately takes an opposite
view
 Each tries to prove the other wrong
 Hats Direction [Thinking in one direction and
that direction can be changed] Parallel Thinking
B
 Direction Not Description
 A description is concerned what is happened
 A direction is concerned about what is going A
to happen
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6. The White Hat
The WHITE Hat = Facts and Data
 Data
 What are the facts?
 Facts  The information seeking hat.
 Neutral  What information is available? What is relevant?
 Objective  When wearing the white hat we are neutral in our thinking.
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7. The Red Hat
The RED Hat = Feelings / Intuition
 Intuition  What are your gut reactions?
 Emotions  What intuitions do you have?
 Feelings  Don’t think too long or too hard.
 Hunches  What do you feel about the suggestion?
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8. The Yellow Hat
The Yellow Hat = Benefits
 Hopeful
 The sunshine hat.
 Effective  It is positive and constructive.
 Optimistic  What are the benefits, the advantages?
 Constructive  It is about effectiveness and getting a job done.
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9. The Black Hat
The BLACK Hat = Issues / Concerns
 Serious  The caution hat.
 Careful  Identifies difficulties and problems.
 Cautious  What are the risks or dangers involved?
 Lays Out Risks  In black hat the thinker points out errors or pit-falls.
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10. The Green Hat
The GREEN Hat = New ideas / Possibilities
 Creative  Lateral thinking wears a green hat.
 Possibilities  This is the creative mode of thinking.
 New Ideas and Concepts  Green represents growth and movement.
 Search for Alternatives  In green hat we look to new ideas and solutions.
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11. The Blue Hat
 Control
 Blue is for planning.
 Organization  The control hat, organising thinking itself.
 Sets the Focus  Sets the focus, calls for the use of other hats.
 Use of All the Hats  Monitors and reflects on the thinking processes used
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12. Hats Ranking
High
Control
Success
Creative
Positive
Thinking
Facts
Negative
Logic
Emotion
Low Self Development High
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13. Six Hat Implementation – A Sample
 Step 1: Set a Time Limit for the Session. Invite participants.
 Step 2: Assemble the group, introduce members if need.
 Step 3: Discuss the rules, and time limit per participant.
 Step 4: The Leader starts, by using the White Hat on all of the Hats. He/She will
Present the Facts surrounding the decision.
 Step 5: Allow each member to wear the Green Hat and generate alternatives for
the Decision.
 Step 6: Allow each member to take both the Yellow Hat and then the Black Hat on
one turn. Have them evaluate the benefits for the alternative using Yellow, and then
the Drawbacks using Black.
 Step 7: Allow each member to dawn the red hat and record their emotions about
the alternatives.
 Step 8: The Leader concludes, by explaining each member will dawn the Blue Hat,
and summarize the thoughts on the decision. The members will likely express their
choice in the matter. The chairman wears the hat last, and states his/her opinion,
and wraps up the session.
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14. Summary
White Hat: Red Hat:
Information Feelings, Intuition, Emotions
Information we know Permission to express feelings
Information we would like to know No need to justify
Information we need Represents feelings right now
Information that is missing Keep it short
How are we going to get that information A key ingredient in decision making
Includes hard facts to doubtful information
Black Hat: Yellow Hat:
Logical Negative Logical Positive
The pessimistic view The optimistic view
Reasons must be given Reasons must be given
Points out thinking that does not fit the facts, Needs more effort than the black hat
experience, regulations, strategy, values Looks for the concept behind the idea
Points out potential problems
Green Hat: Blue Hat:
New Ideas, Possibilities Managing the Thinking
Creative thinking “Control” hat
Seeking alternatives and possibilities Organizes the thinking
Removing faults Sets the focus and agenda
Doesn’t have to be logical Summarizes and concludes
Generates new concepts Ensures that the rules are observed
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15. I hear and I forget.
I see and I remember.
I do and I understand.
--Confucius
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