Six Thinking Hats

1. Six Thinking Hats Stockton College – Day of Leadership November 19th, 2011

2. Leadership What is one of the most important responsibilities of a leader?

3. Leadership To make decisions that require other people to take action.

4. Leadership A common tool that helps leaders make their decisions is “the meeting” – a gathering of his/her team to discuss an issue & determine options. But: there can be “good” meetings and there can be “bad” meetings.

5. Six Thinking Hats “The main difficulty of thinking is confusion. We try to do too much at once. Emotions, information, logic, hope, and creativity all crowd in on us. It’s like juggling with too many balls” (De Bono, 1985, p. xi).

6. Six Thinking Hats In a typical meeting, ideas are considered blocks of marble to be shaped using the “hammer and chisel” style of argument, debate, and confrontation.  Fragmented (“I want to talk about X, not Y”)  Competitive(“Let’s talk over each other”)  Ego-driven (“My idea is better than yours”) The result? Interactions that are “aggressive, personal, and non-constructive” (DeBono, 1985, p.3).

7. Six Thinking Hats With Six Thinking Hats, ideas are seedlings to be nurtured through cooperation, open dialogue, and creative group thinking. Eventually, some ideas will win out over others (as it should be), but everyone will have an opportunity to contribute and speak their mind.

8. Six Thinking Hats Six Thinking Hats promotes “parallel thinking.” At any one time, the group concentrates their thinking on a single aspect of a problem or issue. Instead of jumping back and forth, the group stays cooperatively focused on the same topic. Think: single laser beam vs. multiple flashlights

9. White Hat The Information Hat

10. Think of a computer: focus on logic, facts, and • figures. • Don’t assign positive or negative values to the • information. • Keep the discussion neutral and objective. • Opinions, beliefs, and emotions are not • valid during the White Hat. White Hat Notes

11. What are the facts? • Is it a fact (confirmed) or a belief (unconfirmed)? • How accurate is the information we’ve • collected? • What information are we missing? • What questions do we still need to ask? White Hat Questions

12. Red Hat The Emotion Hat

13. Focus on feelings, intuition, and instincts. • Don’t judge anyone’s thoughts, opinions, or • beliefs. • Positive feelings (curiosity, wonder, optimism) • and negative feelings (suspicion, doubt, • pessimism) are both acceptable and valid. • No need to justify or give reasons why you • feel a certain way. Red Hat Notes

14. How do we feel about _____ ? • What do we like or dislike about _____ ? • What do we trust or distrust about _____ ? • What do our instincts tell us? • Do we have any hunches? Red Hat Questions

15. Black Hat The Caution Hat

16. Focus on potential problems, risks, and gaps • in thinking. • Think of a judge’s robe: be analytical and • skeptical, but not cynical. • Look for weaknesses and roadblocks. • Point out errors in thinking. Black Hat Notes

17. Why is this not a good idea? • What are the negative consequences? • What are the obstacles? • Do we have the resources to accomplish this? • What happens if we fail? • What are the downsides? Black Hat Questions

18. Yellow Hat The Optimism Hat

19. Focus on positive outcomes and value. • Actively look for strengths, advantages, and • benefits. • Stay optimistic and constructive. • Point out the possibilities. Yellow Hat Notes

20. Why is this a good idea? • What are the benefits? • What resources will we need? • What will happen if we succeed? • What are the upsides? Yellow Hat Questions

21. Green Hat The Creative Hat

22. Focus on change, new ideas, and • brainstorming. • Anything goes – no limits or constraints. • Do not stifle, dissect, or debate any • suggestion. Keep the thoughts flowing. • Spontaneous ideas and deliberate creativity • are the goals. Green Hat Notes

23. What new ideas can we think up? • What has never been tried before? • What would be amazing, inspiring, fun? • Where can we go with this? • What hidden opportunities can we find? Green Hat Questions

24. Blue Hat The Planning Hat

25. Focus on organization, logistics, procedures, • and how to operationalize your idea(s). • Develop action plans and to-do lists. • Decide who will be responsible and what • deadlines they will have. • Team facilitator plays a crucial role during • Blue Hat session. Blue Hat Notes

26. How do we move forward? What are our next • steps? • What resources will we need? • What information do we still need? • How will we measure progress/success? • What is our timeline? Blue Hat Questions

27. Helpful Hints 1. Always keep the discussion focused on the hat currently in use.Don’t jump off topic. Example: when the group is discussing new ideas (Green Hat), don’t interrupt the flow by moving to White Hat facts and figures. By focusing on one hat at a time, ideas that are complimentary will stack on top of each other, creating even more ideas and possibilities.

28. Helpful Hints 2. There is no censorship or suppression of ideas. All comments are legitimate as long as they are discussed during the correct hat session. Don’t stifle yourself, don’t edit others. Example: if you disagree with an idea or comment, say so -- but do it in the Red or Black Hat session.

29. Helpful Hints 3. Six Thinking Hats is about analyzing ideas, not criticizing the people who suggest them. This takes the ego out of the process. If one of your ideas or comments faces criticism, don’t take it personally. This is exactly the point of the Six Thinking Hats format!

30. Helpful Hints 4. Six Thinking Hats requires a strong moderator the first time it is used. This will likely be you! This person acts as a referee to ensure the spirit of Six Thinking Hats remains intact. The moderator helps the group maintain “parallel thinking” and not to slip back into old habits – argument, confrontation, personal criticism, lack of focus, etc.

31. Reference De Bono, E. (1985). Six Thinking Hats. New York: Little, Brown and Company.