six thinking hats - executive book...

Blue Sky Leadership Consulting LLC 2014

Six Thinking Hats

VOL. # ONE ISSUE #3

A Book Review

“Six Hats method had reduced meeting times to one quarter of what they

had been. (Preface)

“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 is like juggling with too many balls.” (P. xi)

“With the Six Hats method the emphasis is on ‘what can be’ rather than

just on ‘what is,’ and on how we design a way forward – not on who is

right and who is wrong.” (P. xiii)

“The hats are NOT descriptions of people but modes of behavior.” (P. 6)

use of the hats as labels is dangerous because it destroys the whole point

of the system, which is that everyone can look in every direction.” (P. 7)

“The first purpose is to simplify thinking by allowing a thinker to deal

with one thing at a time…The second main purpose is to all a SWITCH in

thinking.” (P. 172)

Six Thinking Hats…Developing parallel thinking so everyone is looking in the same direction. Braeuler Consulting works with organizations to leverage Strategic Thinking and Execution Planning and we encompass many of these

principles into our Four DecisionsTM methodology and development of company’s One Page Strategic Plans. Whatever

system or systems you decide to use, I encourage you to understand them fully, implement them slowly and completely and

maintain the discipline and rhythm necessary to see concrete results. Employees tire of “Flavor of the Month” initiatives.

They also thrive on organizational alignment, execution of plans and achievements that garner a sense of accomplishment.

“Western thinking is concerned with ‘what is’ – determined by analysis, judgment and argument.

Another aspect of thinking is concerned with ‘what can be’ which involves constructive thinking,

creative thinking, and ‘designing a way forward’.”

“Once upon a time a man painted half his car

white and the other half black. His friends asked

him why he did such a strange thing. ‘Because it

is such fun, whenever I have an accident, to hear

the witnesses in court contradict each other.’ ”

Braeuler Consulting

Peter Braeuler Telephone 210.219.9934

[email protected]

Book in a Bite

Key quotes


1. White Hat THE WHITE HAT IS ABOUT

INFORMATION…HARD FACTS AND

FIGURES TO SOFT INFORMATION LIKE

OPINIONS AND FEELINGS… WITH NO

ARGUMENT.” P.25

❖ Often used at the beginning of session as

a background and at the end as an

assessment.

❖ The white hat is neutral

❖ Two tiers – believed facts (second-class

facts) and checked and proven facts.

❖ Your own opinion is NEVER permitted

❖ Frame information – “anecdotes” or

“instances” appropriately

❖ There is nothing absolute about white

hat thinking. It is a direction in which we

strive to get better.

❖ White hat thinking should imitate the

computer.

❖ Can be uses at the start and end of

session to assess feelings and then see

if those feelings have changed.

❖ Always apply to a specific idea or

situation.

❖ Ask in turn and no pass is allowed –

express feelings and don’t force a

judgment.

❖ Intuition, hunch, and feelings are

close. The red hat gives them

legitimacy. It is real and can contribute

to the process.

❖ Under the red hat express an opinion

as a feeling.

❖ The red hat makes feelings visible.

❖ Never attempt to justify the feelings.

Use of hats

Keys

1) Single – as needed – I think we need green hat thinking (use

with discretion)

2) Sequence – 2, 3, 4, or more a) Evolve – facilitator picks one, then another (manipulative?)

b) Preset – set order under BLUE hat and limit time for each

i) Start and end with the blue hat

Book in a Bite

The Six Hats

1. White - Neutral

2. Red - Emotions

3. Black - Weaknesses

4. Yellow - Optimistic

5. Green - Creativity

6. Blue - Process

“Always refer to hats by

their color and never by

their function.”

2. Red Hat THINK OF FIRE; THINK OF WARMTH; THINK

OF FEELINGS. USING THE RED HAT GIVES YOU

AN OPPORTUNITY TO EXPRESS FEELINGS,

EMOTIONS AND INTUITION WITHOUT ANY

NEED TO EXPLAIN OR JUSTIFY THEM. (P.47)

Spectrum of Likelihood (p. 41)

Always true Usually true

Generally true

By and large More often than not

About half the time

Often

Sometimes true Occasionally true

Been known to happen

Never true Cannot be true (contradictory)


concerned with ge

❖ We need to develop “value sensitivity” to see value as

easily as we see danger. A habit that must be developed.

❖ It is a judgment hat and is not based on fantasy.

❖ Being positive is a choice

❖ The emphasis is on exploration and positive speculation

and finding possible benefits – then seek to justify them

and strengthen suggestion.

❖ Concerned with generation of proposals or building up

proposals

❖ Effectiveness rather than novelty – probes for value and

benefit.

Braeuler Consulting VOL. # ONE ISSUE #3

Book in a Bite

4. The Yellow Hat THE YELLOW HAT IS FOR CONSTRUCTIVE THINKING.

THINK OF SUNSHINE. OPTIMISM. SEE HOW IT MAY BE

POSSIBLE TO PUT THE IDEA INTO PRACTICE. WE ARE

CONCERNED WHT POSITIVE ASSESSMENT.

❖ The hat of survival, caution, &

avoidance

❖ It is the basis of critical thinking.

❖ It is not permitted to be critical

except when using the black hat.

❖ Black hat thinking is always

logical.

❖ It is important that the black hat

be done thoroughly.

❖ It is OK to point out deficiencies

in the thinking process (p.77) but

is not permission to go back to

“argument”.

❖ Effective way of putting forward

comments…”I see a danger…”

“I see…”

❖ Over use of the black hat is not

helpful

❖ What are the weaknesses, what

may go wrong, does this fit…

3. The Black Hat

THE BLACK HAT IS THE MOST USED

AND PERHAPS MOST IMPORTANT. IT IS

THE HAT OF CAUTION…FOR BEING

CAREFUL. IT STOPS US DOING THINGS

THAT ARE ILLEGAL, DANGEROUS,

UNPROFITABLE, POLLUTING, AND SO

ON. (P 72)

Six Thinking Hats a. Decisions often make themselves

b. In the end all decisions are really “RED

HAT”

Source: Mindwerx 2007 Six Thinking Hats Summary

The Positive Spectrum (P. 96) Proven

Very likely

Good chance

Even chance

No better than possible

Remote or longshot

Assessment thinking ➢ Start YELLOW – to overcome difficulties

➢ Then BLACK – so you don’t just dismiss ideas

➢ Assess idea 1 – Green Yellow Black

➢ Assess idea 2 – Green Yellow Black


[email protected]

Book in a Bite

The CONCEPT MANAGER:

o Green HAT used to collect outputs and ideas

o Yellow HAT develop the ideas and put some meat on bones

o Black HAT identify issues and concerns

o White HAT use any time to supply required data

o Red HAT do we like it, how do we feel

6. The Blue Hat THE BLUE HAT IS THE CONTROL

HAT; THE FACILITATOR HAT.

SET THE STAGE; OVERVIEW; THE

CONDUCTOR; ORGANIZING THE

THINKING ITSELF.

Conduct your

orchestra in

parallel thinking

5. The Green Hat THE GREEN HAT IS THE ENERGY HAT. THINK OF

VEGETATION AND GROWTH…NEW LEAVES AND

BRANCHES. IT IS THE CREATIVE HAT.

❖ New ideas, laying out options and alternatives.

❖ We seek to modify and improve suggested ideas.

❖ Make a creative effort or keep quiet! (People don’t like

to keep quiet so they make a creative effort).

❖ Permission to put forward “possibilities”.

❖ Movement value forward effect. Using ideas to

move forward – a stepping stone.

❖ PO – Provocation and movement value (Provocative

Operation) – the option to forward “crazy ideas”

(p. 128)

o PO – cars should have square wheels.

o PO – stores should pay customers

❖ Search for alternatives.

❖ Use to start – define the situation, what is to be

achieved.

❖ Agenda

❖ What hats will be used and in what order.

❖ At end ask for outcomes;

summary. ❖ Assess priorities; list

constraints

❖ Can be assigned – a monitor.

six thinking hats - executive book...

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