the six thinking hats technique for problem solving

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The six thinking hats method: how to use it for effective brainstorming

August 10, 2023 by MindManager Blog

Learn how to effectively use the six thinking hats method to foster diverse perspectives and improve decision-making. Discover practical tips and techniques to promote more productive and collaborative thinking in your team!    

What is Edward De Bono’s six thinking hats brainstorming method?  

Edward De Bono’s six thinking hats is a decision-making and problem-solving method that encourages parallel thinking and creativity.   

Parallel thinking is a term coined by De Bono. It’s a collaborative thought process where people explore different perspectives on a topic, enabling a balanced and productive brainstorming environment. 

The six thinking hats process involves a facilitator guiding participants through different thinking styles by symbolically wearing different hats. Using these hats, participants explore a topic, one perspective at a time, giving everyone an equal chance to contribute without debate or criticism. 

We’ll dive deeper into this later, but for now, here’s a quick breakdown of what each hat represents and its related thinking style: 

• White hat: Objective data analysis. 
• Red hat: Emotional and intuitive responses. 
• Black hat: Critical judgment for identifying risks and flaws. 
• Yellow hat: Positive thinking for exploring benefits. 
• Green hat: Creative and innovative ideas. 
• Blue hat: Facilitation and process control. 

In all, the six thinking hats process provides a framework that improves collaboration, decision-making, and problem-solving by leveraging the power of parallel thinking and tapping into group intellect. 

The 6 benefits of six thinking hats  

There are many benefits of the six thinking hats brainstorming technique that may be of interest when problem-solving and decision-making. Some of these include: 

1. Enhanced creativity  

The six thinking hats method stimulates creative thinking by encouraging participants to explore various perspectives, generate new ideas, and think outside the box. 

By wearing different hats, individuals are encouraged to step out of their comfort zones and explore uncommon ideas. Overall, the method promotes nontraditional thinking and unlocks fresh ideas and possibilities. 

2. Balanced thinking 

Each of the six hats ensures balanced thinking by considering all angles of a topic, including:  

• Facts 
• Emotion 
• Critical judgments 
• Positive thinking 
• Creativity 
• Process control 

When all of these factors are considered, the results are more balanced and fairer. This allows participants to see the topic, idea, or problem comprehensively. 

3. Improved collaboration 

The structured framework of the six thinking hats facilitates effective collaboration by ensuring that all participants can contribute to the discussion. Furthermore, they have the opportunity to share their viewpoints without conflicts or interruptions.  

4. Efficient decision-making 

The method enables faster and more efficient decision-making by systematically analyzing different aspects, risks, benefits, and alternative possibilities. 

By doing so, the method helps streamline the decision-making process, reducing the time spent on deliberation and enabling timely outcomes. Moreover, the approach minimizes the risk of overlooking important factors, which helps to create solid solutions. 

5. Reduced bias and subjectivity 

The six thinking hats technique asks participants to temporarily set aside their personal biases and judgments and focus on the specific thinking style that their appointed hat represents.  

By encouraging a temporary shift in thinking, individuals can approach a problem or idea with an objective mindset. This enables them to consider perspectives based on logical reasoning rather than personal biases.  

6. Increased productivity 

The six hats process provides a structured and organized approach to brainstorming , ideation, and planning, which increases productivity. 

During a session, discussions remain concentrated on the overall goal. By channeling efforts towards a common objective, participants can streamline their thought processes, eliminate distractions, and maintain focus throughout the session. 

This increased clarity contributes to heightened productivity as team members use their collective intelligence to achieve outcomes quickly. 

The six thinking hats step-by-step process  

The six thinking hats process, developed by Edward De Bono, is a structured method for brainstorming, problem-solving , and decision-making.  

The process involves the following steps, participants, facilitation, and tools: 

• Define the focus. The session begins by clearly defining the problem, idea, or topic of discussion that requires brainstorming and decision-making.   
• Select participants. Select a diverse group of individuals who bring different perspectives, expertise, and roles to the discussion.   
• Introduce the six hats. The chosen facilitator introduces the concept of the six thinking hats and explains the meaning and role of each hat color. Participants are briefed on the thinking styles associated with each hat and the purpose they serve during the session.   
• Assign hat roles. The facilitator assigns specific hat roles to participants. Each person is responsible for wearing a particular hat for a given period.   
• Hat rotation. The session progresses with hat rotation, where participants switch roles by changing hats at designated intervals. This rotation ensures that every participant has the chance to contribute from different perspectives and prevents individuals from becoming fixated on a single thinking style. 
• Hat exploration. While wearing a specific hat, participants share their thoughts, ideas, observations, or questions related to the topic. The facilitator guides the discussion, ensuring that the focus remains on the thinking style represented by the current hat. 
• Facilitator’s role. The facilitator plays a crucial role in managing the session. They guide the flow of the discussion, enforce hat rotation, encourage active participation, and maintain a balanced and inclusive environment. The facilitator also ensures that all participants have an opportunity to express their views and that the session stays on track.   
• Tools and visual aids. The brainstorming process can be supported by visual aids so that participants can jot down key points, ideas, or observations associated with their hat. Visual representations help in organizing thoughts and summarizing outcomes. 
• Summarize and analyze. At the end of the session, the facilitator summarizes the key insights, observations, ideas, and conclusions from each thinking style. This summary helps to consolidate the collective understanding, identify patterns, and inform subsequent decision-making processes. 

The six thinking hats colors and what they represent 

Each hat in the six thinking hats method represents a distinct thinking style. The collective use of these hats during a brainstorming session facilitates the evaluation of ideas and well-rounded decision-making. 

Red hat  

The red hat represents emotions and intuition. When wearing the red hat, participants can express their feelings, gut instincts, and subjective opinions without the need for justification.  

This hat encourages the open sharing of personal perspectives and taps into the intuitive and emotional aspects of decision-making. It helps to foster a more holistic understanding of the topic at hand. 

Green hat  

The green hat symbolizes creativity and new ideas. Participants wearing the green hat are encouraged to think innovatively, develop fresh ideas, and explore alternative possibilities.  

This hat promotes divergent thinking, encourages brainstorming, and stimulates creative solutions. It adds a spark of inventiveness to the session. 

Blue hat  

The blue hat represents process control and organization. It plays the role of a facilitator in the brainstorming session.  

The blue hat wearer manages the overall thinking process, guides the discussion, and ensures the session stays on track. They summarize outcomes, coordinate the contributions of different hats, and keep the session focused and productive. 

Yellow hat  

The yellow hat signifies positive thinking. Participants wearing the yellow hat focus on exploring the benefits, advantages, and positive aspects of the ideas or proposal.  

Yellow hat wearers look for value, prospects, and optimistic perspectives. In addition, they help to create a constructive and forward-thinking atmosphere. 

White hat  

The white hat is associated with facts and information. It represents a logical and objective thinking style.  

Participants wearing the white hat gather and analyze data, facts, and information relevant to the topic. They provide an objective foundation and add evidence-based insights, helping the group make well-informed decisions. 

Black hat  

The black hat embodies critical judgment. Participants wearing the black hat take a cautious and critical approach.  

They identify potential risks, flaws, and negative aspects of ideas or proposals. The black hat thinking style aims to identify pitfalls, challenge assumptions, and encourage careful evaluation. 

When to use the six thinking hats method 

The six thinking hats method provides a framework for collaborative brainstorming that maximizes the potential of a team’s collective intelligence. As a result, sessions may be more creative and effective. 

The six hats thinking method is particularly useful in situations where: 

• A team needs to generate new ideas or solutions. 
• There are diverse opinions or conflicts among team members. 
• A comprehensive evaluation of ideas is required. 
• Emotional or intuitive aspects need to be considered alongside logical reasoning. 
• The decision-making process needs to be more objective and rational. 

Six thinking hats example  

To understand the six thinking hats method more fully, here’s an example of how the process may play out in a real-life scenario:

• Team : The marketing team at a tech company. 
• Objective : Generate innovative marketing campaign ideas for a new product launch. 
• Process : The team leader introduces the six thinking hats method and assigns specific hat roles to each team member. 
• Red hat (emotions and intuition): The individual wearing the red hat openly expresses their gut feelings and emotional responses towards the marketing campaign ideas at hand. They discuss their personal inclinations and share their enthusiasm or concerns about specific campaign concepts. 
• Green hat (creativity) : The green hat team member freely shares creative marketing campaign ideas without criticism. They generate diverse ideas, such as viral videos, interactive social media campaigns, and experiential events. 
• White hat (facts and information): The team transitions to the person wearing the white hat. Here, the individual analyzes the feasibility and gathers data on the market campaign ideas. They consider budget constraints, target audience demographics, and competitor analysis. 
• Black hat (critical judgment): Moving to the black hat, this individual critically evaluates the ideas on the table. They identify potential risks, such as legal implications, negative public perception, or budget overruns. They weigh the pros and cons of each idea and highlight any drawbacks or challenges. 
• Yellow hat (positive thinking): The person wearing the yellow hat focuses on the positive aspects of the campaign ideas. They discuss potential benefits, advantages, and opportunities for each concept. They also highlight the possible impact on brand awareness, customer engagement, and market differentiation 
• Blue hat (process control): This team member takes on the role of session manager. They summarize the key insights and guide the discussion toward the most promising ideas. They also highlight the most feasible concepts from the overall hat discussion. 
• Results : The brainstorming session allowed the marketing team to explore various creative marketing campaign ideas. The team considered diverse perspectives, backed by data and discussion. 

The session facilitated inclusive participation and balanced the exploration of ideas. As a result, the team identified three promising campaign concepts:  

• A gamified social media contest. 
• An influencer-driven product launch event. 
• An interactive augmented reality experience.  

The team left the session with a clear direction for further developing and refining these ideas. This led to a more informed and effective marketing strategy for the new product launch. 

Unleash the power of the six thinking hats method for brainstorming and take your ideation sessions to new heights!  

Explore the benefits of MindManager®, the ultimate mind mapping tool, to unlock innovative ideas, foster collaboration, and make informed decisions.  

Sign up for a free trial today and supercharge your brainstorming sessions with MindManager!

Six thinking hats frequently asked questions (FAQ)

Below are a few commonly asked questions about the six thinking hats brainstorming method:  

What is six thinking hats? 

The six thinking hats is a method developed by Edward De Bono for structured thinking and decision-making. It involves wearing six metaphorical hats, each representing a specific thinking style. 

This technique explores ideas, analyzes information, considers emotions, and facilitates well-rounded and effective discussions.  

How do teams use six thinking hats?   

Teams use the six thinking hats to develop unique perspectives and ideas. By assigning different hats to each participant, teams can work together to think outside the box and enjoy efficient and productive brainstorming, problem-solving, and decision-making. 

What are the benefits of six thinking hats?   

The benefits of six thinking hats include: 

• Enhanced creativity 
• Balanced perspectives 
• Improved decision-making 
• Efficient collaboration 
• Effective problem-solving 
• Increased productivity 

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How to Lead a Six Thinking Hats Exercise (+Questions and Template)

Whether you’ve heard of the Six Thinking Hats before, consider this as your sign to give it a try for yourself at least once. Here’s why. Not only is it an exercise you can do as an individual or as part of a team, but it can also be applied to a wide variety of situations we encounter every day in the workplace. It’s as the founder of the concept, Dr. Edward de Bono, wrote in his book, “It is the sheer convenience of the Six Thinking Hats that is the main value of the concept.”

In the following article, we’ll provide you with a brief but straightforward explanation of the Six Thinking Hats, a list of questions, instructions on how to lead an exercise of your own, and a template to get you started. Let’s begin.

What Is the Six Thinking Hats Exercise?

The Six Thinking Hats is an exercise that can be used to make decisions, develop ideas, challenge assumptions, and spark conversation. Today, it is used by individuals, leaders, and teams around the world in all industries, including business and government.

Originally, the concept was published in the 1985 book, Six Thinking Hats by physician and psychologist Dr. Edward de Bono. In the book, Dr. de Bono explained, “In many cultures, there is already a strong association between thinking and ‘thinking hats’ or ‘caps’. The value of a hat as a symbol is that it indicates a role. Another advantage is that a hat can be put on or taken off with ease.”

How Do You Use the Six Thinking Hats in the Workplace?

The great thing about this exercise is that you can use it in countless different situations, whether with a group or on your own. In fact, here are a few of the most common use cases of the Six Thinking Hats in today’s workplace:

Decision-Making

The arguably most common use of the Six Thinking Hats exercise is during the decision-making process, prompting you to think about a decision from all angles and perspectives.

Debrief/Retrospective

Whether you’re debriefing a project, mistake , or problem, it can be difficult to get everything you need out of retrospective and post-mortem meetings . The Six Thinking Hats exercise is the ideal remedy for this, as it provides structure and ensures every perspective is covered.

Conflict Resolution

When dealing with a workplace conflict where all sides have dug in their heels, the Six Thinking Hats exercise can be used to get people thinking about the situation from a different perspective, which in turn, can make them more amenable to a resolution.

If you’ve come up with an innovative idea or solution, the Six Thinking Hats exercise will help you develop that idea further and come to a conclusion about whether or not it is an idea you want and are prepared to pursue.

Change Management 

After announcing a change initiative, you can use the Six Thinking Hats exercise to help gain buy-in and reduce resistance to change , as it makes people think about the initiative from a perspective they might not have otherwise.

What Do The Six Thinking Hats Stand For?

So, what are the six metaphorical thinking hats, exactly? Here is a brief overview of them and the specific role they play in this exercise:

Blue Hat - The Conductor

The blue hat focuses on translating the thinking of all the other hats into actionable steps. In his book, Dr. de Bono likens the blue hat to a conductor as “conductors get the best out of the orchestra by seeing that what should be done is done at the right time.”

• Where are we now?
• What conclusions can be drawn?
• What do we need to do next?
• Who needs to do what?

White Hat - The Voice of Reason

The white hat is objective and logical. It remains neutral by focusing on facts, data, and information that can be proven, not on offering ideas or opinions of its own.

• What information do I have?
• What do I know to be true?
• What information do I need to obtain?

Red Hat - The Instincts

The red hat leans into their emotions, feelings, instincts, and gut feeling. As Dr. de Bono points out, “Using the red hat gives you an opportunity to [these things] without any need to explain or to justify them.”

• How does this make me feel?
• What is my heart/gut telling me?
• What feels right/appropriate?
• What is making me feel this way?

Yellow Hat - The Optimist 

The yellow hat leans into the desire to “make things happen,” says Dr. de Bono. They are focused on being optimistic and finding value in the problem/decision/task at hand.

• Why is this a good idea?
• Why is this valuable? To whom is it valuable?
• What are the possible benefits/advantages?
• How can I/we make this work?

Black Hat - The Devil's Advocate

The black hat is the one that points out all the reasons why something won’t work. They are focused on foreseeing possible dangers, risks, consequences, difficulties, and roadblocks.

• Why won’t this work?
• What problems could this cause?
• What are the drawbacks/risks?
• Will this create problems or challenges? For who?

Green Hat - The Creative Thinker

The green hat asks, “What’s possible?” They are focused on finding creative, out-of-the-box solutions and alternatives.

• What haven’t I/we thought about?
• Are there any alternatives?
• How can I change/improve this?

Instructions: How To Lead a Six Thinking Hats Exercise

Given that this concept has been around for nearly 40 years, today, many opinions exist about the best way to lead a Six Thinking Hats exercise. While the instructions below are certainly one way to go about it, they aren’t your only option. We encourage you to experiment with them and make them your own over time so that they work as you need them for your team and workplace.

Step 1 - Establish the Order

Always starts and ends up with the blue hat. Beyond that, the rest of the hats have no right or wrong order. Here’s an example: Blue, White, Red, Yellow, Black, Green, Blue.

Step 2 - Allow Time For Prep

Give everyone time to collect their thoughts and make notes under the relevant hat using this Six Thinking Hats template .

Step 3 - Set a Time Limit

Before opening up the floor, set a time limit for each hat so that you don’t accidentally spend the entire time allotted for the exercise on only one or two of the six hats. Of course, if the discussion is going well for a particular hat, you can allow for extra time as needed.

Step 4 - Explain the Exercise

As the leader, outline the purpose of the exercise, explain the situation/decision/problem, set ground rules, and describe what you want to achieve by the end of the exercise.

Step 5 - Open the Floor For Discussion

Start the timer and open the floor for discussion. As the leader, it’s your job to ensure the discussion remains on the hat in question and does not deviate to another. It’s also up to you to capture everyone’s thoughts and take notes. If you’re conducting the exercise virtually, Google Docs or Canva Whiteboards will allow you to do this together in real time. Though, a whiteboard or a wall and some sticky notes will have a similar effect if you’re doing the exercise in person. If you choose the latter, just be sure to snap a picture at the end.

Step 6 - Work Through Each Hat

Repeat the previous step for each of the remaining hats.

Step 7 - Return To the Blue Hat

Once all the hats have been discussed, return to the blue hat so you can draw conclusions and assign any action items that came from the exercise.

Step 8 - Return to the Red Hat (Optional)

In his book, Dr. de Bono notes that, in some cases, you may want to return to the red hat one final time. He writes, “This final red hat reflects back on the ‘thinking performance’: What do we feel about our thinking? Are we happy with the outcome? Did we do a good job?”

Step 9 - Send a Copy to Participants

After the exercise, don’t forget to send a copy of the notes you took to everyone who participated.

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Six Thinking Hats

What is the Six Thinking Hats?

The Six Thinking Hats is a role-playing model developed by Edward de Bono  in 1986.  Each hat represents a different lens or perspective on a particular issue and is an insightful activity that prevents narrow thinking. 

It serves as a team-based problem solving and brainstorming technique that can be used to explore problems through various perspectives in order to uncover options that might otherwise be overlooked. 

The basic premise behind the Six Thinking Hats is that most people think and reason in a specific way based on their personality type.  This means that a more emotional person may generate ideas differently than a more analytical person, and vice-versa. Similarly a pessimist will approach a situation very differently than an optimist.

An example of the benefit of running the thinking hats techniques is therefore to encourage different perspectives to be shared, seen and discussed as part of the decision making process.

The six types of “Thinking Hats” are:

• White Hat:  Similar to the calm and pure emotions associated with the colour white, this type of thinking focuses on analytical, objective thinking, with an emphasis on facts and feasibility.
• Red Hat:  We often associate the colour red with anger and heat and hence this represents emotional thinking, subjective feelings, perception, and opinion.
• Black Hat:  The colour black has been stereotypically linked with doom and gloom and so this forms a type of thinking that is critical, skeptical, focused on risks, and identifying problems.
• Yellow Hat:  Often symbolising sunshine and happiness, the yellow hat is about thinking optimistic, speculative, best-case scenarios.
• Blue Hat:  Blue being the colour of the sky and high above creates a sense of structured thinking, high-level overview of the situation, the big picture.
• Green Hat:  Associated with the colour of trees and nature, the green hat is about creative, associative thinking, new ideas, brainstorming, out-of-the-box.

Related Templates

• Pros and Cons
• PESTLE Analysis
• PEST Analysis

Tips for Using Six Thinking Hats Technique

• Encourage each person to contribute to each of the perspectives. Avoid putting people into categories – Everyone can and should use all the hats.
• One or more hats can be used at any point during a discussion process.They are used as a convenience for directing and switching the thinking process as needed. (E.g. “Let’s have some black hat thinking…”)
• Simple sequences of two or three hats may be used together for a particular purpose, for example:
• The yellow hat followed by the black hat may be used to assess an idea.
• The black hat followed by the green hat may be used to improve a design.
• Six Thinking Hats is excellent at eliciting different perspectives, but there is less guidance on how to resolve conflicting views among the different hats. Sometimes a group will naturally move together toward one resolution during the discussion. If not, another framework might be needed to resolve the discourse.

Check out TeamRetro, our solution for distributed agile retrospectives

Use the Six Thinking Hats for Better Meetings

Six Thinking Hats is a powerful technique for decision making that includes different points of view.

The process and methodology allows emotion and skepticism to be brought into what might normally be a purely rational process, and it opens up the opportunity for creativity within decision making.

Decisions made using the Six Thinking Hats technique can be more resilient and based on a holistic perspective, allowing you to avoid pitfalls and gaps before you have committed to a decision.

When Should I Use the Six Thinking Hats Technique?

Use the Six Thinking Hats model to help with:

• Running better and more structured meetings especially if there tends to only be a single view at every meeting.
• Making better decisions by having a more holistic and wide ranging view of the problem. 
• Approaching problems from various angles of facts, emotions and creativity.
• Inspiring idea generation as an ice-breaker activity by having different people play different roles.
• More collaboration during brainstorming and decision making with assigned roles including facilitator responsibilities.

Six Thinking Hats Template Example

Imagine if you are facilitating a meeting to introduce a new product or service to the market. In doing so, you might ask people to wear different hats, or to navigate between the hats around this goal.

“What are the facts that we know?”

 – Our survey last month indicated a 5% preference of the green product by women aged 25 – 45.

– Return rates from sales has fallen by over 50% since the introduction of the new delivery packaging.

– There are new delivery routes available via Company Logistics.

“Why should we be optimistic?”

  – The new product could increase our revenue diversification stream and increase our family of products.

– We can start receiving better feedback and testimonials from our customers.

– The impact from damage from delivery will meet our service standards.

“What are your gut reactions?”

– The green colour inspires a sustainable look and is very appealing. This is even a great shade.

– The impact on the reduced return rates could mean additional resources.

– How do the new delivery routes impact our delivery times? I would certainly be interested in learning more about it.

 “How can we create opportunities?”

– A green range could be expanded to a different colour range set or be symbolic.

– Creating multiple channels will allow us to establish new partnerships and partners.

– Speeding up quality and reliability of delivery could allow us to bundle exisiting products.

“What risks should we keep in mind?”

– Is a 5% preference sufficient for us to make a single colour product? What happens if preferences change.

– What is the cost of maintaining the packaging quality and sustainability?

– The new delivery routes may not have been proven as reliable yet or may increase our costs.

“What systems or processes will be needed?”

  – Let’s go around the room and discuss the colour options based.

– How has the reduced return rates impacted our warehousing department?

– Would there be any other changes to our workflow with a new delivery partner and will it change our logistics technology?

How to Use the Six Thinking Hats to Run Better Meetings

Six Thinking Hats is a powerful technique for looking at decision-making from different points of view. By introducing a structured parallel thinking process, it helps people to be more focused and mindfully involved in a discussion.

Start brainstorming through each of the different hats.

Review the responses for common themes that can be grouped.

Have people voted on the topics that they would like to discuss the most.

Share the results and facilitate the discussion towards a decision.

Facilitate the conversation (wearing the blue hat).

As an inspiration, check the following example of how to use Six Thinking Hats sequentially to resolve a problem with alternative solutions:

• White Hat: Present the facts of the problem
• Green Hat: Generate ideas on how the problem can be solved
• Yellow Hat: Evaluate the ideas by listing their benefits
• Black Hat: Evaluate the ideas by listing their drawbacks
• Red Hat: Get everybody’s gut feelings about the alternatives
• Blue Hat: Summarise the discussion and agree on the conclusions

You may decide which sequence of hat use fits best for your purpose. In general, it is recommended that each hat is worn at some point however, there are some sensible sequences too.

Once you have completed the brainstorm for each thinking hat, review the responses and look for common themes which can be grouped into one.

This step is more time consuming if the brainstorming was performed individually – or completed at different times and locations. Using a software tool like GroupMap to group ideas can significantly reduce the time and effort required in this step – and result in a better outcome.

Now that there are clear themes, encourage your participants to vote on the top three ideas they would like to discuss further.

You can facilitate this by advising participants to vote based on: 

• the level of importance to action or implement; 
• aspects that they would like to discuss or explore further; 
• areas that they have questions on and require clarification. 

Combining individual voting into an overall score is much easier and faster if you use an online tool like GroupMap, especially if you can vote on ideas individually and independently.

With the votes tallied, you can now better facilitate the discussion in the meeting and help the group come to a more considered and educated decision.

Sharing the outcomes of the Six Thinking Hats process ideas and comments with the wider group of stakeholders as well as the team is essential to getting buy in! 

The results of your Six Thinking Hats should allow for the next steps of:

• Communication to relevant stakeholders. 
• Further analysis using other business tools such as a SWOT Analysis for each of your top voted discussions. 
• Product and design thinking activities, including customer personas.

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Its intuitive interface is easy for anyone to use, and its scalable design supports small teams and large groups whether they are face to face or around the globe. Customisable templates and workflows keep discussions focused on objectives, helping you drive actionable outcomes each and every time. Create your first map and invite people in to start sharing their thoughts NOW. Experience the power of GroupMap with our FREE 14 day trial.

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Six Thinking Hats: Techniques and Examples

“Put on your thinking hat” is something we’ve heard quite a few times. Making a decision is a straightforward yet…

“Put on your thinking hat” is something we’ve heard quite a few times. Making a decision is a straightforward yet very complex task. Sometimes it’s easy to make a quick decision, while many situations require deep thought to arrive at a sound decision. Effective decision-making can be achieved with the help of six thinking hats.

Who Came Up with The Six Thinking Hats?

What are the six thinking hats, six thinking hats – questions to ask, benefits of the six thinking hats technique, how the six thinking hats work together, examples of six thinking hats.

Dr Edward de Bono pioneered the six thinking hats technique. His book showcasing the method was first published in 1985 and has been revised many times. The book was inspired by the confusion and disagreements that often occur when creative thinking occurs in a group.

Six thinking hats is a simple and effective parallel thinking process. It enables individuals to be more focused and productive. These hats are extremely powerful and can be used effectively as soon as they are learned.

Think of the six hats as six different perspectives. Each hat color represents a type of perspective. Applying this method of thinking involves using a different hat at various points in a discussion to make the best decision. Think of the hats as a milestone. At each juncture, one thinks of an aspect of the issue and nothing more. By doing so, the discussion flows effectively.

The focus of this hat is on the facts. The data at hand and its analysis are the prime focus. The idea behind this hat is to take a rational approach.

Brightness and optimism are the focus of this hat. While using this hat, the situation is probed to see what positive outcomes and value can come from it.

The Green Hat emphasizes originality, including options, choices, and fresh concepts. It’s a chance for everyone involved to communicate new ideas and viewpoints.

This hat is about caution. It’s sometimes known as the risk management hat and may be the most potent hat. It identifies challenges where things might go wrong and why something might not work. It’s fundamentally a tool for taking action to highlight risks and resolve them. However, it can be problematic if overused.

The hat is used to control the process. It’s used to direct the flow of the discussion and ensure its progress in case those involved get stuck during the conversation.

This hat is all about emotions. How you feel about the subject of the discussion can be brought up using this hat. How others might react is also a factor. The red hat allows emotions to be a part of an otherwise rational process.

While it’s good to know what these hats are, it’s also essential to understand what type of questions one can ask while donning one.

Benefits of the Six Thinking Hats Technique

Effective use of the six thinking hats leads to a plethora of benefits. They foster the growth of organizations and enable them to tackle any situation head-on in the best way possible. The proper utilization of these hats leads to:

• Having organized, productive and efficient meetings which are highly focused.
• Creating a productive atmosphere for the entire team that minimizes counterproductive behaviors.
• An environment that leads to minimal conflict as everyone’s views and opinions are brought to the table.
• Encouragement of teammates and coworkers to embrace innovation and explore new ideas.
• Improvement of the overall problem-solving effectiveness and efficiency of the team.
• Thorough evaluation of problems.

Overall, the six thinking hats enable a team to go beyond the usual, see things from various perspectives and come to an informed decision or solution.

How the Six Thinking Hats Work Together

Understanding what they are and what one can gain from them is very important. The “what” has been thoroughly discussed. Now let’s look at the “how” and ponder over an ideal scenario in which the six thinking hats work together.

The ideal meeting would start with the blue hat, which decides the flow of the meeting and ensures that everyone sticks to it.

Once the meeting begins, each hat is given a turn, and everyone speaks from the perspective of that hat. If green hat thinking is taking place, the blue hat will ensure that no views from other hats, such as emotions from the red hat, are included.

It’s important to note that the six hats are a tool that can be used to analyze situations and come to unbiased and informed solutions. As such, the hats can be used in any order; sometimes, not all hats need to be used. It depends on what the team is trying to achieve through the discussion.

To fully comprehend the extent to which the hats are an excellent tool for finding a solution, let’s look at a six thinking hats example.

The Hypothetical Problem

A restaurant has a growing number of complaints from their customers who are ordering online. The delivery of their food is taking too long.

A team of ten people must figure out a solution to this problem. As far as everyone is concerned on an individual level, they’re doing nothing wrong.

The Process – Using the Six Thinking Hats

The manager at the restaurant calls the team in for an exercise using the six thinking hats. She introduces the concept to the team and then separates them into groups of five. She creates variety in the groups by mixing everyone, so different thought processes work together.

Each group then takes part in 15-20 mins rounds per hat where they discuss their ideas, put them up on a board and try to see the problem from every possible angle. The rounds are facilitated by the manager, who guides the teams and answers any queries.

Once all the rounds have taken place, and everyone has shared their points of view in the groups, the manager brings everyone together. She then places all the questions and answers on a board in front of everyone after everyone has shared their thoughts and points of view. This allows all team members to fully understand the problem and its potential solutions.

The six thinking hats are an excellent way to include everyone and understand the whole picture. After all the discussions, meetings and analyses, the culmination should be a new way forward. The method should provide all the information one needs to effectively understand and tackle a problem .

Harappa’s Champion Creativity pathway will help you take the next steps you need to approach problems creatively. The pathway will allow you to think bigger, embrace obstacles and challenges, explore uncharted territories and unleash your inner creativity as you encounter new situations every day.

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The six thinking hats: a creative framework for problem-solving and decision-making.

Introduction

In a world filled with complex challenges, how do you make decisions that are both logical and innovative? Enter Edward de Bono’s Six Thinking Hats , a powerful framework designed to streamline group discussions, enhance creativity, and foster collaborative decision-making.

This blog explores the Six Thinking Hats methodology, its benefits, and how to apply it to your personal or professional challenges.

What Are the Six Thinking Hats?

The Six Thinking Hats is a tool developed by Dr. Edward de Bono to help individuals and teams think more effectively by focusing on one perspective at a time. Each "hat" represents a specific type of thinking, and by "wearing" the hats, participants can tackle problems systematically and collaboratively.

The Six Hats and Their Roles

White Hat : The Analytical Perspective

• Focus on facts, data, and objective information.
• Ask: What do we know? What information is missing?

Red Hat : The Emotional Perspective

• Acknowledge feelings, instincts, and emotional responses.
• Ask: How do I feel about this? What is my gut telling me?

Black Hat : The Critical Perspective

• Assess risks, challenges, and potential problems.
• Ask: What could go wrong? What are the weaknesses?

Yellow Hat : The Optimistic Perspective

• Highlight benefits, opportunities, and positive outcomes.
• Ask: What is the best-case scenario? What can we gain?

Green Hat : The Creative Perspective

• Focus on innovation, alternative solutions, and creative thinking.
• Ask: What new ideas can we explore? What is a different approach?

Blue Hat : The Organizational Perspective

• Manage the thinking process, set objectives, and ensure all hats are used.
• Ask: What is our goal? Are we staying on track?

Why Use the Six Thinking Hats?

• Encourages Structured Thinking : Eliminates chaotic discussions by focusing on one perspective at a time.
• Balances Perspectives : Ensures decisions are well-rounded by incorporating logic, emotion, creativity, and critique.
• Boosts Creativity : The Green Hat stimulates out-of-the-box thinking.
• Improves Team Collaboration : Encourages equal participation and reduces conflict.
• Saves Time : Streamlined discussions lead to quicker decision-making.

How to Apply the Six Thinking Hats

Step 1: define the problem.

Clearly state the issue or decision that needs to be addressed. For example: How can we improve customer satisfaction?

Step 2: Use Each Hat Sequentially

Move through the hats in a logical order, guided by the Blue Hat (the process manager). Here’s an example sequence:

• White Hat : Gather facts about current customer feedback and satisfaction metrics.
• Red Hat : Discuss emotional reactions to the data and customer pain points.
• Black Hat : Identify risks and barriers to proposed improvements.
• Yellow Hat : Highlight potential benefits of addressing customer concerns.
• Green Hat : Brainstorm creative solutions to improve satisfaction.
• Blue Hat : Summarize insights and decide on next steps.

Step 3: Document Outcomes

Record key takeaways and decisions from each phase to ensure accountability and clarity.

Real-World Applications

• Business Strategy : Use the hats to evaluate new product ideas or market expansion opportunities.
• Education : Teachers can use the framework to encourage critical thinking and collaborative problem-solving in classrooms.
• Personal Decisions : Apply the hats to significant life choices, like career changes or financial planning.
• Team Meetings : Structure brainstorming sessions to generate ideas and resolve conflicts effectively.

Example Scenario: Launching a New Product

Let’s imagine a team debating whether to launch a new product:

• White Hat : The product's technical specifications, target market data, and sales forecasts.
• Red Hat : Excitement about innovation but concerns about customer acceptance.
• Black Hat : Possible supply chain issues and high production costs.
• Yellow Hat : Strong potential to capture new market share and increase revenue.
• Green Hat : Ideas for partnerships, creative marketing strategies, or product features.
• Blue Hat : The team agrees to conduct a feasibility study and reconvene in two weeks.

Tips for Success

• Assign Hats : In larger teams, assign specific hats to participants to maintain focus.
• Stay Neutral : Avoid debates during individual hat phases to keep discussions productive.
• Time Management : Set time limits for each hat to prevent prolonged discussions.
• Practice Regularly : Familiarity with the method improves efficiency over time.

The Six Thinking Hats framework is a powerful tool for simplifying complex problems, fostering creativity, and ensuring well-rounded decisions. By systematically exploring different perspectives, individuals and teams can achieve clarity, collaboration, and confidence in their problem-solving process.

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How to Solve Problems Using the Six Thinking Hats Method

Every problem contains within itself the seeds of its own solution. – Stanley Arnold

Does Every Problem Serve a Purpose?

When life unexpectedly throws you a curveball, things can get overwhelming and ridiculously frustrating very quickly.

If you’re unable to deal with these challenges, this puts you at a clear disadvantage and sabotages your growth and development. And, this is precisely where most people struggle. They’re just ill-prepared for the adversity that life throws their way.

However, irrespective of the problems you face, your issues do actually serve a purpose. That purpose might not be immediately evident, but it’s certainly there.

Every problem you experience has a purpose. That purpose can come in the form of an opportunity . For instance, an opportunity for growth, for improving efficiency, for learning from a mistake , for expanding your perspective, etc.

Problems are typically opportunities that can help improve how you think about your life, yourself, and about your circumstances. They can serve to optimize how you work and live in remarkable ways. However, you need to first embrace these problems with an open heart and mind.

It has been said, that it’s not what happens to us that matters, it’s rather how we respond to what happens that makes all the difference.

Edward de Bono’s Six Thinking Hats method will help you handle adversity, setbacks, and obstacles in far more optimal ways. It presents an efficient method for problem-solving that can be used individually or in a team environment.

This particular interpretation of the Six Thinking Hats  is specifically targeted toward individuals who deal with daily challenges in their business, career, and life.

Therefore, if you’re currently struggling with an array of problems , then the Six Thinking Hats  method can become an excellent source of inspiration. It can help guide you through these problems in more optimal ways.

To explore additional articles in this series, please click through on the links below:

• Part 1: Strategic Questions • Part 2: Creative Thinking • Part 3: Problem Solving • Part 4: Critical Thinking • Part 5: Six Thinking Hats

The Managerial Blue Hat Thinker

An effective problem solver has to have a method for directing their thoughts in proactive ways. Moreover, they must understand how to guide each of their thoughts in a neutral and unbiased manner with the primary intention of improving the effectiveness and efficiency of the process.

In this section, let’s discuss each of the characteristics and attributes that give birth to the Blue Thinking Hat. Let’s delve into the roles, goals, and objectives of a blue hat thinker. We will then conclude with a set of questions that can help you to think through your problems in rational ways.

The Role of the Blue Hat

The metaphorical role of the blue hat is the  Movie Director .

A movie director manages actors, cameramen, shooting angles, props, and scripts that are critical for creating a successful blockbuster movie experience.

In precisely the same way, a blue hat manages the thinking process — allowing for better synergy between the thought patterns and habits of the other thinking hats.

Here is a breakdown of the roles the blue hat typically plays:

• To think about thinking.
• To define the problem.
• To gather global perspectives about the problem and the solution.
• To manage the other thinking hats.
• To manage time.
• To manage the flow of ideas.
• To manage the implementation of ideas.

The primary role of the blue hat is to think about the process of thinking.

Every thought that it has is focused on improving the effectiveness and efficiency of the thinking process. This subsequently filters through to the other five hats.

The smoother, faster, and more efficient the process, the higher the probability that a practical solution can be found.

The blue hat must, however, clearly describe the problem in writing. If it fails to define the problem clearly, then it will waste precious time directing its energies on irrelevant thoughts, activities, and tasks.

It’s important to note though, that the blue hat is detached from the actual problem. It prefers to sit back and play the role of the court judge who oversees events from a global perspective. It then uses these insights to decide on a suitable plan of action .

Another role that the blue hat plays is that of a manager. In this role, the blue hat helps to improve the flow of communication between all the hats , thereby encouraging better insights and ideas that bring about ideal solutions to the problem at hand.

The blue hat understands the importance of time and how critical it is for problem-solving. With this in mind, the blue hat plays the role of the timekeeper. It allocates precise chunks of time to the other hats and to specific topics under discussion.

The blue hat is well aware that time should be spent wisely on areas that will bring about the highest returns on investment.

The blue hat also manages the flow of ideas between the hats. It attempts to piece together all the scattered thoughts to help generate an ideal solution to the problem.

Each thinking hat has a unique set of ideas, approaches, and perspectives. The blue hat must constructively merge these unique thoughts, otherwise, the thought process will stumble and stagnate in the face of adversity.

Unique and creative ideas are, of course, wonderful. However, unless we find a means of integrating them into our physical reality, then we will, unfortunately, fail to grasp the opportunities they present us with. For this very reason, the blue hat’s final role is to manage the implementation of these ideas.

The Objectives of the Blue Hat

Throughout the problem-solving process, the blue hat has a set of predefined objectives that it seeks to accomplish. By successfully attaining these goals, it’s better able to synchronize its habitual thought patterns with the other thinking hats.

This subsequently leads to a more efficient and effective process of thinking that brings to light a greater array of solutions and opportunities. These objectives include:

• Improving efficiency and effectiveness of the thinking process.
• Formulating suitable questions to help direct thinking.
• Outlining an agenda, rules, goals, and tasks for problem-solving.
• Organizing ideas and drawing up plans for action.

The blue hat’s primary objective is to improve the efficiency and effectiveness of the thinking process. The better it’s able to manage the “thinking” of the other hats, the more readily it can identify key ideas and insights needed to expedite the problem-solving process.

The blue hat understands that asking the right kinds of questions can generate helpful insights and potential solutions. However, it must ask these questions cautiously.

The blue hat must pose questions that help stimulate the thinking process. However, it must do so in a way that minimizes the personal biases and limitations that each hat brings to the table.

The blue hat initiates this process by setting an agenda, by outlining rules for discussion, and by setting tasks and objectives that continuously drive the thinking process forward.

The blue hat’s final objective is to then collate all the ideas, facts, and opinions brought forward by the other thinking hats. It then uses that information to structure a practical plan of action for solving the problem.

The more thoroughly it’s able to piece together these dispersed thoughts and ideas, the more ammunition it has to bring its plans to fruition.

Blue Hat Questions

Here is a list of questions that will help you think more effectively about your problems from a blue hat’s perspective:

What problem am I facing? How can I best define this problem? What is my goal and outcome? What do I seek to achieve by solving this problem? What is the most effective method of proceeding from this position? How can I best organize and arrange my thinking to help move me beyond my present circumstances?

Keep in mind that this list of questions is only a starting point that will help guide you in the right direction. Additional questions that you formulate by yourself should take into account each of the roles and objectives that are critical to the mindset of a blue hat thinker.

The Neutral White Hat Thinker

An effective problem solver needs a means of collecting, collating, organizing, and presenting information in a neutral and unbiased way. Moreover, they must have a method for reaching effective logical solutions based on the data they have collected.

In this section, let’s discuss each of the characteristics and attributes that give birth to the White Thinking Hat. Let’s delve into the roles, goals, and objectives of a white hat thinker. We will then conclude with a set of questions that can help you to think through your problems in objective ways.

The Role of the White Hat

The metaphorical role of the white hat is The Detective .

A detective searches for clues, for evidence, and for facts that help them solve a case. They openly acknowledge that a piece of evidence can be misleading. They, therefore, maintain a neutral stance and don’t jump to quick conclusions. They, instead wait for all the facts to be presented before reaching a conclusion.

In precisely the same way, a white hat collects facts, stats, and data that help it piece together the information it needs to reach logical fact-based solutions. That’s essentially its primary role. It collects this evidence to help the other thinking hats work through the problem more effectively.

The white hat must, however, avoid making conclusions or judgments about the information it has collected. Jumping to conclusions or making unjustified assumption could potentially derail the problem-solving process.

The Objectives of the White Hat

Throughout the problem-solving process, the white hat has a set of predefined objectives that it seeks to accomplish. By successfully attaining these goals, it’s better able to synchronize its habitual thought patterns with the other thinking hats.

• Bringing forward stats, facts, and data that can be used to solve the problem.
• Prioritizing facts over opinions and beliefs.
• Highlighting gaps in knowledge, perspective, and awareness.
• Bringing forth logical solutions to the problem at hand.

The white hat’s primary objective is to collect and collate relevant facts, stats, information and data about the problem. This is designed to help open new avenues for brainstorming possible solutions.

These facts are based on questions that address the what, when, where, and how of problem-solving.

In the realm of white hat thinking, there are no beliefs or opinions, there are just solid concrete facts and evidence. These facts, therefore, take precedence over everything else.

Through its exposition of key facts and data, the white hat goes to work unlocking valuable titbits of information about the problem. Its key objective is to bring forth a set of logical, but neutral solutions that will help stimulate further thinking and exploration.

All this, of course, sets the foundations for the reflective thinking that is about to take place.

White Hat Questions

Here is a list of questions that will help you think more effectively about your problems from a white hat’s perspective:

What do I know about this problem? What don’t I know about this problem? What can I learn from this problem? What more would I like to learn about this problem? How will I go about acquiring the facts, stats and data that will help me resolve this problem? What potential solutions exist based on the facts, stats, and data I have collected?

Keep in mind that this list of questions is only a starting point that will help guide you in the right direction. Additional questions that you formulate by yourself should take into account each of the roles and objectives that are critical to the mindset of a white hat thinker.

The Intuitive Red Hat Thinker

An effective problem solver needs a means of intuitively making sense of each problem and the possible solutions that could arise. Moreover, they must have a method for adequately filtering out any preconceived biases that may sway their intuitive feelings and opinions.

In this section, let’s discuss each of the characteristics and attributes that give birth to the Red Thinking Hat. Let’s delve into the roles, goals, and objectives of a red hat thinker. We will then conclude with a set of questions that can help you to think through your problems in intuitive ways.

The Role of the Red Hat

The metaphorical role of the red hat is The Heart .

A heart is a very intuitive organ that senses subtle changes in feeling and emotion when circumstances change.

In precisely the same way, a red hat brings to light its intuitive feelings and opinions to help guide the problem-solving process. That’s essentially its primary role.  It intuitively presents effective solutions and direction for further action based on its personal feelings and hunches.

The red hat must, however, avoid rationalizing or trying to justify its feelings. There is no logic here. It must primarily follow its gut instinct.

The Objectives of the Red Hat

Throughout the problem-solving process, the red hat has a set of predefined objectives that it seeks to accomplish. By successfully attaining these goals, it’s better able to synchronize its habitual thought patterns with the other thinking hats.

• Bringing to light intuitive insights.
• Seeking out other people’s feelings and hunches.
• Exploring the emotional point of view.
• Revealing hidden strengths behind ideas.
• Identifying weaknesses based on hunches.
• Uncovering hidden internal conflicts.

The red hat’s primary objective is to intuitively bring to mind proposals and plans for action that are based on its personal feelings and hunches.

Our feelings are very interesting and somewhat mysterious chemical processes that stimulate mental activity in the brain. When they are pure and removed from personal emotion and bias, they can lead us in unexpected directions towards solutions we logically would never have considered.

The red hat is very open-minded and seeks to identify and clarify other people’s feelings. They then intuitively relate that back to the problem at hand.

They fully understand that when someone is completely removed from the problem, that they’re likely to bring to mind ideas and insights that would frequently cloud their judgment. The red hat can, however, be swayed by their emotional tendencies.

They often seek an emotional understanding of the problem, and, therefore, bring to mind solutions based on their unconscious emotional tendencies.

It’s, of course, particularly important for the other thinking hats to recognize this, as it could unveil certain personal biases, hidden emotions, and reactions that may effectively sabotage the problem-solving process. However, when the red hat is in-tune with their feelings, that is when they truly shine.

For instance, sometimes ideas and potential solutions to problems may seem weak and somewhat impractical at first. However, if the red hat intuitively brings to mind a plan that it feels should be pursued, then this naturally should open the door to further discussion and an exploration of opportunities.

By giving this new idea its deserved attention, you are now expanding possibilities that you may never have considered before.

The red hat’s intuitive feelings may also be used to uncover hidden weaknesses in ideas. This is particularly evident when the solutions we have in mind aren’t as clearcut as they seem. In such instances, contingency plans may need to be set in place just in case things don’t go to plan.

Another essential point to consider is that the red hat’s intuitive feelings may, in fact, bring to mind personal weaknesses or gaps in skill and knowledge. These gaps may need to be addressed to solve the problem under question.

For instance, if the red hat’s feelings are in conflict with the current solution that’s on the table, then this could very well indicate that you don’t have enough resources, skills, knowledge, or experience to make the most of this proposed solution.

The red hat is, however, no shaman or prophet. Its natural tendencies and decisions may, therefore, indirectly reveal subtle internal conflicts that boil up within its psyche. These conflicts can affect the red hat’s hunches and could essentially lead to biased feedback that may sabotage the problem-solving process.

It’s, of course, of primary importance that the blue hat spots these tendencies. It must bring these conflicts to the surface before a final decision is reached.

Red Hat Questions

Here is a list of questions that will help you think more effectively about your problems from a red hat’s perspective:

What is my gut telling me about this solution? What are my feelings telling me about the choice I am about to make? Based on my feelings, is there a better way to go about this? Intuitively, is this the right solution to this problem?

Keep in mind that this list of questions is only a starting point that will help guide you in the right direction. Additional questions that you formulate by yourself should take into account each of the roles and objectives that are critical to the mindset of a red hat thinker.

The Pessimistic Black Hat Thinker

An effective problem solver needs a means of proactively identifying the pitfalls, dangers, and flaws of possible solutions. Moreover, they must have a method of presenting this information in an unemotional and detached manner that isn’t riddled with preconceived ideas or biases.

In this section, let’s discuss each of the characteristics and attributes that give birth to the Black Thinking Hat. Let’s delve into the roles, goals, and objectives of a black hat thinker. We will then conclude with a set of questions that can help you to think through your problems more critically and realistically.

The Role of the Black Hat

The metaphorical role of the black hat is The Reaper .

A Reaper is a mythical creature who brings death and destruction to the living. The Reaper isn’t necessarily good or evil. Yes, its nature is dark and gloomy, however, as with everything in life, it has a purpose and plays a critical role in the cycle of life.

In precisely the same way a black hat is pessimistic and gloomy in nature. It always seeking to pinpoint holes, flaws, weaknesses, and dangers in ideas. It doesn’t do this to be spiteful or destructive, but rather to bring to mind worst-case scenarios that may not have been considered.

Sharing these grim scenarios helps the other hats put in place suitable contingency plans to overcome likely problems.

The black hat’s primary role is to evaluate, judge, caution, and scrutinize the solutions and plans that have been brought forth by the other thinking hats.

The black hat must, however, avoid bringing to mind personal biases that are tinged with fear, jealousy, anger or any other harmful emotions that may impede a solution or magnify the problem.

The Objectives of the Black Hat

Throughout the problem-solving process, the black hat has a set of predefined objectives that it seeks to accomplish. By successfully attaining these goals, it’s better able to synchronize its habitual thought patterns with the other thinking hats.

• Bringing to light possible flaws and dangers.
• Highlighting inadequate resources.
• Eliminating weaknesses and bad ideas.
• Questioning inadequate contingency plans.

The black hat’s primary objective is to expose all the possible flaws and dangers that could derail the goals you are seeking to achieve.

Every solution you come up with may seem wonderful on the surface. However, below the surface, it could be riddled with dangers.

The black hat excels at finding fatal flaws in potential plans and solutions before you jump headfirst into a pool filled with hungry sharks.

The black hat, however, doesn’t just poke holes in ideas. It will also bring to mind the various resources that you will likely need to accomplish your objective. These resources could include skills, knowledge, support, and time.

If the solution you are aiming for requires key resources you are sorely lacking, then the black hat will make you aware of these inadequacies.

The black hat’s primary indirect objective is to eliminate all weaknesses and ill-thought-through ideas.  It does this indirectly through it’s pessimistic and critical nature.

Once these weaknesses have been brought to light, that is when the yellow hat takes over. The yellow hat’s primary objective is to overcome these weaknesses using a logical sequence of steps.

The black hat’s final objective is to bring to mind inadequate contingency plans that may seem fool-proof on the surface. As a result, the black hat persistently asks itself:

How is this likely to fail?

The answers to this question set the course for inspired yellow and green hat thinking.

Black Hat Questions

Here is a list of questions that will help you think more effectively about your problems from a black hat’s perspective:

What is the fatal flaw in this idea? What is the drawback to this way of thinking? How many ways is this likely to fail? What are the potential risks and consequences associated with this? Do I have the necessary resources, skills, and support to pull this off?

Keep in mind that this list of questions is only a starting point that will help guide you in the right direction. Additional questions that you formulate by yourself should take into account each of the roles and objectives that are critical to the mindset of a black hat thinker.

The Optimistic Yellow Hat Thinker

An effective problem solver needs a means of realistically analyzing problems and bringing to light promising ideas that can help inspire effective solutions. Moreover, they need to cultivate a resilient mindset that inspires proactive action in the face of criticism and adversity.

In this section, let’s discuss each of the characteristics and attributes that give birth to the Yellow Thinking Hat. Let’s delve into the roles, goals, and objectives of a yellow hat thinker. We will then conclude with a set of questions that will encourage you to think through your problems more optimistically and favorably.

The Role of the Yellow Hat

The metaphorical role of the yellow hat is The Sun .

A sun is bright, happy, and powerful. It helps give life to everything it touches.

In exactly the same way, a yellow hat brings forth a positive, welcoming, and radiant energy that breathes life into every idea.

The yellow hat seeks to infuse positive ideas into the problem-solving process that enhances motivation and opens doors to new opportunities and understandings.

The primary role of the yellow hat is to move through the myriad of obstacles to a solution in a realistic and positive way. 

The yellow hat sees no boundaries or limitations and wholeheartedly believes that if there is a means, then they will find a way.

The yellow hat must, however, avoid getting caught up in pessimistic thoughts. They must also avoid bringing to mind hopeful solutions based on hypothetical facts, feelings, and opinions.

The Objectives of the Yellow Hat

Throughout the problem-solving process, the yellow hat has a set of predefined objectives that it seeks to accomplish. By successfully attaining these goals, it’s better able to synchronize its habitual thought patterns with the other thinking hats.

• Exploring benefits of each scenario that is presented.
• Seeking out potential opportunities that might exist.
• Making a positive risk-assessment.
• Assessing the feasibility of ideas.
• Infusing the problem-solving process with positive energy.

The yellow hat persistently seeks out benefits. It sees a problem and brings to mind effective contingency plans and solutions that help pave the way forward.  Its primary objective is to search for answers that lead to a higher array of opportunities .

It wholeheartedly understands that within every problem there is an equivalent seed of opportunity that is waiting to be discovered.

The yellow hat, of course, recognizes that there are risks associated with every action that’s aimed at a solution to the problem. It, therefore, realistically assesses these risks and draws up a practical plan that counteracts, minimizes, and eliminates them.

Another primary objective of the yellow hat is to assess the feasibility of ideas based on the resources (skills, knowledge, time, and support) you have available.

It takes these resources into consideration and formulates ideas and plans that make the best use of the resources you have at your disposal while minimizing the effect of what you’re missing.

The final objective of the yellow hat is to instill a sense of positive expectation that moves the problem-solving process forward. It, therefore, tackles every challenge with optimism, patience , determination , and resolve.

Yellow Hat Questions

Here is a list of questions that will help you think more effectively about your problems from a yellow hat’s perspective:

How can I best approach this problem? How can I logically and realistically make this work? What positive outcomes could result from this action? What are the long-term benefits of this action?

Keep in mind that this list of questions is only a starting point that will help guide you in the right direction. Additional questions that you formulate by yourself should take into account each of the roles and objectives that are critical to the mindset of a yellow hat thinker.

The Creative Green Hat Thinker

An effective problem solver needs a means of processing problems in an open, flexible, and unconstrained way. Moreover, they must become a possibility thinker who persistently thinks outside the box and bends the rules of problem-solving. Furthermore, they must do this free from judgment and self-criticism .

In this section, let’s discuss each of the characteristics and attributes that give birth to the Green Thinking Hat. Let’s delve into the roles, goals, and objectives of a green hat thinker. We will then conclude with a set of questions that will encourage you to think through your problems in creative ways.

The Role of the Green Hat

The metaphorical role of the green hat is The Seedling .

A seedling sprouts from the ground and grows persistently over time. It expands its leaves and branches in many unexpected directions.

In exactly the same way, a green hat instills an ever-growing and expanding sense of unpredictability into the thought process.

The green hat isn’t one to be controlled by rules or limitations. It knows and understands that it’s free to think beyond the norms and boundaries of reality. With this in mind, it brings forth a myriad of creative and mind-bending ideas that expand the possibilities and bring to light unique and seemingly unexpected solutions.

The primary role of the green hat is to open the doors to unique creative ideas and perspectives that shatter the boundaries of reality and unlock new understandings and opportunities.

The green hat must, however, avoid criticizing or judging the ideas that it brings to mind.

The Objectives of the Green Hat

Throughout the problem-solving process, the green hat has a set of predefined objectives that it seeks to accomplish. By successfully attaining these goals, it’s better able to synchronize its habitual thought patterns with the other thinking hats.

• Expanding thinking and awareness of ideas and potential solutions.
• Thinking outside the box and bending conventional rules and practices.
• Providing creative ideas and solutions.
• Installing new perspectives through creative insights and ideas.

The primary role of the green hat is to expand the possibilities of reality in surprising and unexpected ways beyond box-like thinking methods.

It seeks out new strategies, tactics, and methods for thinking about problems then twists them in multi-dimensional ways that lead to new insights, answers, and understandings.

The green hat isn’t constrained by standard rules of thinking about a problem. It understands that rules are made to be broken. And so, it completely disregards all rules and guidelines. Instead, it’s always thinking, expanding, analyzing, daydreaming, and manifesting crazy and wacky ideas that sometimes make no logical sense.

It’s not the green hat’s duty to live in the logical world. This is what the other hats do very well. Its responsibility is rather within the realm of fantasy  — within free-flowing lateral thinking that breaks the boundaries of reality. And it’s this method of thinking that brings to light improbable ideas and wacky solutions.

The green hat uses numerous creative problem-solving techniques that help to expand its awareness and understanding of the problem. These methods bring to mind unique ideas and solutions that challenge the other thinking hats to think in original ways.

The green hat’s process of thinking presents the other hats with new perspectives and modes of looking at the problem (and its possible solutions). This successfully breaks down the boundaries of understanding and opens the doors to new solutions.

Green Hat Questions

Here is a list of questions that will help you think more effectively about your problems from a green hat’s perspective:

What alternative possibilities could exist here? Could this be done in a different way? How can I look at this problem from a unique perspective? How can I think outside the box about this? What if…?

Keep in mind that this list of questions is only a starting point that will help guide you in the right direction. Additional questions that you formulate by yourself should take into account each of the roles and objectives that are critical to the mindset of a green hat thinker.

How to Use the Six Thinking Hats

Now that you have a solid understanding of the Six Thinking Hat’s problem-solving process, it’s time to briefly point out how these hats work together to help you formulate effective solutions and new ideas.

Okay, so, the process begins when the managerial blue hat (Director) allocates thinking time to each of the six hats, including itself. Often the order of thinking would progress in the following way:

• The blue hat  defines and outlines the problem under question. It then guides the other thinking hats through the thinking process.
• The white hat  collects all the facts, data, and statistics related to the problem. It then uses this information to settle on several logical solutions to the problem.
• The red hat  intuitively reflects on the solutions. Then, based on its hunches, it selects the best course of action moving forward.
• The black hat  quickly pinpointing holes, dangers, flaws, and limitations of the proposed plans.
• The yellow hat  now challenges the black hat’s pessimism by bringing to light logical ideas and contingency plans that help circumnavigate these dangers.
• The green hat  then takes these ideas and enhances them using its out-of-the-box thinking mentality.
• After all the thinking hats have had their say, the blue hat continues to transition between the hats in a logical order. It may, for instance, ask the red hat for its intuitive insights about the green hat’s ideas. Or, it may ask the white hat to gather more facts and information about the dangers that the black hat brought to light. After which, it may ask the yellow hat to bring forth some logical solutions to the problem at hand.

No matter how the blue hat decides to orchestrate the thinking process, it’s always seeking to obtain a global perspective and understanding of the problem. Its objective is to bring to light an ideal solution to the problem.

Staying presently aware of this objective will help you cycle through the Six Thinking Hats  problem-solving process far more effectively.

Edward de Bono Discusses The Six Thinking Hats

Concluding Thoughts

The Six Thinking Hat’s  problem-solving method provides us with a multi-dimensional tool that can dramatically improve the effectiveness and efficiency of how we think and work through problems. However, its use goes well beyond just problem-solving.

Whether your objective is to solve a problem , to overcome an obstacle , to brainstorm a new idea , to improve your decision-making or for academic purposes, the Six Thinking Hats will help you find the solutions, answers, and the opportunities you need to keep you ahead of the game.

Now the choice is yours. You can either just leave your hats hanging on the coat-hanger collecting dust, or you can consistently and persistently use them to improve the quality of your life.

Time to Assimilate these Concepts

GET THIS MAP

Did you gain value from this article? Is it important that you know and understand this topic?   Would you like to optimize how you think about this topic? Would you like a method for applying these ideas to your life?

If you answered yes to any of these questions, then I’m confident you will gain tremendous value from using the accompanying IQ Matrix for coaching or self-coaching purposes. This mind map provides you with a quick visual overview of the article you just read. The branches, interlinking ideas, and images model how the brain thinks and processes information. It’s kind of like implanting a thought into your brain – an upgrade of sorts that optimizes how you think about these concepts and ideas. 🙂

Recommended IQ Matrix Bundles

If you’re intrigued by the idea of using mind maps for self-improvement then I would like to invite you to become an IQ Matrix Member.

If you’re new to mind mapping or just want to check things out, then register for the Free 12 Month Membership Program . There you will gain access to over 90 mind maps, visual tools, and resources valued at over $500. 

If, on the other hand, you want access to an ever-growing library of 100s of visual tools and resources, then check out our Premium Membership Packages . These packages provide you with the ultimate visual reference library for all your personal development needs.

Gain More Knowledge…

Here are some additional links and resources that will help you learn more about this topic:

• Boost Your Brainstorming with the Six Thinking Hats Method @ Lifehacker
• 6 Thinking Hats: Mind Map & Downloadable Information Sheet @ Spiritual Inspiration
• 6 Thinking Hats: A Tool for Strengthening Critical Thinking @ LinkedIn
• The 6 Thinking Hats Introduction @ Mind Tools

About The Author

Adam Sicinski

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