Six Thinking Hats

Six Thinking Hats Plot Summary

Introduction

Have you ever found yourself stuck in a meeting that dragged on for hours with no resolution in sight? Or perhaps you've experienced the frustration of watching a brilliant idea get shot down before it was fully explored? Most of us have been taught that critical thinking is the cornerstone of good decision-making, but what if our traditional approach to thinking itself is fundamentally flawed? Our minds naturally try to do too many things at once - we attempt to process information, generate ideas, be cautious, and express emotions simultaneously. This creates mental chaos rather than clarity. What we need isn't more thinking, but a completely different approach to thinking - one that separates these conflicting mental modes and allows us to access the full power of our minds. By learning to direct your thinking with intention rather than letting it wander chaotically, you'll discover how to make better decisions faster, collaborate more effectively, and unlock creativity you never knew you possessed.

Chapter 1: Escape the Thinking Trap: Why Traditional Thinking Fails

Traditional Western thinking is deeply rooted in argument - a model that dates back to ancient Greece over 2,300 years ago. This adversarial approach pits one idea against another in a battle where only one can emerge victorious. While effective for debate, this method creates significant problems when applied to everyday problem-solving and innovation. Consider what happened at a major project team for ABB, a multinational corporation. Their team discussions used to consume thirty days of valuable executive time. The discussions were characterized by endless arguments, with each participant defending their position while attacking others. Ideas were judged immediately, often before they were fully formed. The process was not only time-consuming but emotionally draining, with many valuable insights lost in the crossfire of criticism. When ABB implemented a new thinking approach, something remarkable happened. Those same discussions that previously took thirty days were completed in just two days - a 93% reduction in time with better outcomes. What changed wasn't the intelligence of the participants or the complexity of the issues, but rather how they organized their thinking process. The fundamental problem with traditional thinking is that it confuses rather than clarifies. When we try to be logical, creative, informative, and emotional all at the same time, we create mental gridlock. It's like trying to juggle too many balls simultaneously - eventually, everything crashes. Our brains simply cannot be optimally sensitized in multiple directions at once, just as you can't design a golf club that's simultaneously perfect for driving and putting. To implement a more effective thinking approach, start by recognizing when you're trapped in argument mode. Notice how often discussions revolve around proving others wrong rather than exploring possibilities. Then practice deliberate thinking separation - dedicate specific times for gathering information without judgment, for exploring creative possibilities without criticism, and for logical evaluation after ideas have been fully developed. The results of adopting structured thinking are profound and measurable. Businesses report meeting times cut by 75% or more. Problem-solving sessions that once took hours are completed in minutes. And perhaps most importantly, the removal of ego from the process creates an environment where the best ideas can emerge regardless of who suggested them.

Chapter 2: Master Parallel Thinking: A More Powerful Alternative

Parallel thinking represents a fundamental shift in how we process ideas and make decisions. Unlike the confrontational nature of argument-based thinking, parallel thinking has all participants looking in the same direction at the same time - but the direction can change. It's collaborative rather than combative, inclusive rather than exclusive. In 1998, Edward de Bono was invited to speak at the Australian Constitutional Convention about the future of federation. He shared this illuminating story: "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. He replied: 'Because it is such fun, whenever I have an accident, to hear the witnesses in court contradict each other.'" This anecdote perfectly captures how traditional thinking pits perspectives against each other rather than seeing them as complementary parts of a larger truth. The chairperson of the convention, Sir Anthony Mason, later said he would use this story because it so perfectly illustrated how often in arguments both sides are right but are looking at different aspects of the situation. This insight gets to the heart of parallel thinking - the recognition that different perspectives can simultaneously be valid. To practice parallel thinking, imagine four people standing at different sides of a building. In traditional thinking, they would argue endlessly about whose view is correct. With parallel thinking, they all walk together to view each side of the building in sequence. At each moment, everyone is looking from the same vantage point, gaining a complete understanding rather than a fragmented one. Implementing parallel thinking begins with establishing a shared understanding of the process. Define clear moments when everyone will focus on specific aspects of thinking, such as information gathering, creative idea generation, or critical assessment. The key is that these moments are sequential, not simultaneous, allowing for full exploration of each dimension. Many organizations report that shifting to parallel thinking not only improves decision quality but transforms workplace culture. When people stop identifying their self-worth with winning arguments, collaboration flourishes. Statoil in Norway experienced this transformation when they applied parallel thinking to a problem with an oil rig that was costing about $100,000 per day. Using the new approach, they solved the problem in just twelve minutes - saving enormous costs and demonstrating the practical value of structured collaborative thinking. Remember, the goal isn't to eliminate critical thinking but to place it in its proper context within a more comprehensive thinking framework. By adopting parallel thinking, you harness the collective intelligence of your team rather than watching it dissolve into competitive posturing.

Chapter 3: The Six Hats System: Understanding the Framework

The Six Thinking Hats system provides a practical method for implementing parallel thinking. Each colored hat represents a different mode of thinking, allowing us to separate and fully utilize distinct mental approaches. The beauty lies in its simplicity - by using colors as mental "shortcuts," anyone can quickly understand and apply this powerful method. At Prudential Insurance, Ron Barbara demonstrated masterful use of the system while interacting with his executives. When he suggested an idea, those around him would immediately point out potential problems - agents might resist it, it could be risky, or it might face legal challenges. Barbara would listen carefully and then respond: "Yes. That's fine black hat thinking. Now let's try the yellow hat." This simple phrase shifted the entire conversation from criticism to constructive exploration of benefits and opportunities. The six hats represent distinct thinking modes: White (facts and information), Red (emotions and intuition), Black (caution and critical judgment), Yellow (optimism and benefits), Green (creativity and new ideas), and Blue (process control and overview). Each hat serves as a direction rather than a description - it tells people where to direct their thinking energy rather than categorizing them. To implement the system, start with small, low-stakes discussions. Begin with the Blue hat to establish the purpose and process of the meeting. Then deliberately sequence other hats based on your objectives. For exploring new territory, you might move from White (gathering information) to Green (generating ideas) to Yellow (identifying benefits) to Black (spotting potential problems). For evaluating a proposal, you might start with Yellow before Black - finding value first motivates people to overcome obstacles. Discipline is crucial when using the Six Hats. When a specific hat is in use, everyone must stay with that thinking mode until there's a formal switch. This prevents the typical pattern where one negative comment derails creative exploration. Set clear time limits - generally one minute per person present - and extend only if genuine contributions continue. The transformative power of the Six Hats system comes from its ability to turn thinking from a competitive sport into a collaborative process. People who previously dominated meetings with criticism now contribute constructively across all thinking modes. As Simon Batchelor discovered while working with Khmer villagers in Cambodia, the method transcends cultural and educational boundaries. He initially struggled to engage villagers in water drilling projects, but after teaching them the Six Hats method, they became so enthusiastic that they told him "learning to think was more important than drilling for water."

Chapter 4: Apply Structured Thinking: Practical Implementation

Structured thinking through the Six Hats method can be applied in two primary ways: using hats singly to request specific types of thinking, or using them in sequence to thoroughly explore a subject. Both approaches deliver powerful results when implemented with proper understanding and discipline. During a pivotal business negotiation at DuPont, tensions were running high as teams from different divisions couldn't agree on resource allocation. The facilitator noticed they were stuck in circular arguments and said, "Let's all put on our white hats for five minutes." This simple request transformed the discussion as everyone shifted to sharing only objective information without interpretation or argument. The facts revealed that both divisions were working with outdated assumptions. When they later moved to yellow hat thinking, previously unseen win-win opportunities emerged that would have remained hidden in traditional debate. When using hats individually, clarity in requests is essential. Instead of vague statements like "be more positive" or "don't be so negative," you can make specific requests: "I'd like some yellow hat thinking on this proposal" or "Let's have two minutes of black hat thinking to identify potential risks." The neutral language of the hats removes the personal sting from these requests, making them more effective and less threatening. For sequence implementation, you have two options: evolving sequences, where you choose the next hat based on what emerges during discussion, or pre-set sequences designed at the beginning of a meeting. For those new to the method, pre-set sequences are recommended as they prevent time-consuming debates about which hat to use next and eliminate concerns about manipulation. A typical effective sequence might begin with the Blue hat to define objectives and process, followed by White hat for information gathering. Then Green hat thinking generates options and ideas, Yellow hat identifies benefits, Black hat spots potential problems, and Red hat captures intuitive feelings. Finally, return to the Blue hat to summarize conclusions and next steps. Timing is critical for successful implementation. Start with short timeframes - typically one minute per person present - and extend only if genuine contributions continue. This focuses thinking and prevents aimless discussion. For the Red hat, even shorter periods are often sufficient since expressing feelings doesn't require extensive explanation. Most importantly, maintain discipline throughout the process. Participants must stay with the current hat and not revert to their preferred thinking style. Only the facilitator should signal hat changes. This discipline, though initially challenging, quickly becomes second nature and is essential for breaking entrenched thinking habits.

Chapter 5: Create Thinking Sequences: Design Your Thinking Strategy

Designing effective thinking sequences is both an art and a science that can dramatically influence outcomes. Like a master chef selecting ingredients in the perfect order, a skilled facilitator chooses hat sequences to navigate complex challenges and achieve specific objectives. At Ford Motor Company, a product development team was struggling with a new vehicle design. The traditional approach would have started with critical analysis, but their facilitator chose a different sequence. They began with the Blue hat to clarify objectives, then used the White hat to establish facts about market needs and technical constraints. Next came the Green hat for creative possibilities, followed by the Yellow hat to identify benefits in these ideas. Only then did they apply the Black hat to spot potential problems. This sequence ensured that promising concepts weren't killed prematurely by criticism. The results were remarkable. Ideas that would have been immediately dismissed under traditional thinking were developed into innovative features that distinguished their vehicle in the marketplace. By delaying critical judgment until after creative exploration, the team discovered solutions that otherwise would have remained hidden. To design your own effective sequences, start with the "bookend principle" - begin and end every session with the Blue hat. The opening Blue hat defines the thinking purpose and process, while the closing Blue hat summarizes outcomes and next steps. Between these bookends, choose sequences based on your specific objective. For problem-solving sequences, consider starting with White hat (facts) followed by Green hat (alternatives) and then alternating Yellow hat (benefits) and Black hat (cautions) for each option. For conflict resolution, begin with Red hat to acknowledge emotions, then White hat to establish agreed facts, followed by Green hat to generate solutions that could satisfy all parties. When designing sequences, be mindful of psychological dynamics. Placing the Yellow hat before the Black hat creates momentum and motivation - people work harder to overcome obstacles for ideas they've already identified as valuable. Similarly, using the Red hat early in emotional situations allows feelings to be acknowledged rather than disguised as logical arguments. Experiment with these standard patterns: for exploration (Blue → White → Green → Yellow → Black → Red → Blue), for idea evaluation (Blue → Yellow → Black → Green → Blue), and for quick decision-making (Blue → White → Black → Red → Blue). Adjust these templates based on your specific context and the energy of the group. Remember that effective sequences are responsive to emergent needs. While maintaining the discipline of staying with each hat during its designated time, be willing to extend time allocations when productive thinking is flowing or to add an unplanned hat if an unexpected need arises.

Chapter 6: Harness Collective Intelligence: Group Applications

The Six Hats method reveals its most dramatic benefits in group settings, where it transforms chaotic debates into highly productive collaborations that tap into collective intelligence. This approach doesn't just improve thinking - it fundamentally changes how people interact and solve problems together. At NASA, engineers faced a critical decision about equipment modifications for a space mission. Previously, such meetings had been dominated by a few vocal critics while quieter team members with valuable insights remained silent. When they implemented the Six Hats method, something remarkable happened. During the Green hat phase, an engineer who rarely spoke in meetings suggested an innovative approach that combined elements of two competing proposals. This hybrid solution, which emerged only because everyone was expected to contribute creatively, ultimately saved the mission millions of dollars while improving safety margins. The power of this approach in groups comes from several key mechanisms. First, it eliminates the dominance hierarchy that typically emerges in discussions. When everyone is directed to use the same thinking mode, contributions are valued for their content rather than the status of the contributor. Second, it creates psychological safety by separating people from positions - criticism is directed at ideas during the Black hat phase, not at individuals. To implement the method effectively in groups, start with proper introduction and training. Explain the purpose and benefits of structured thinking, then demonstrate each hat with simple examples relevant to your team's work. Visual cues - like hat images on slides or printed hat symbols on the table - serve as helpful reminders of the current thinking mode. For larger groups, consider breakout sessions where smaller teams use specific hats to tackle different aspects of a problem, then reconvene to share findings. This approach prevents the diminishing returns that often occur when too many people attempt to contribute to a single conversation. The facilitator plays a crucial role in maintaining discipline and pace. They must confidently redirect participants who drift from the current thinking mode and ensure all voices are heard. A useful technique is to occasionally call for individual thinking time before group sharing, which prevents early ideas from anchoring the group's thinking. Organizations that have fully embraced the Six Hats method report that its benefits extend beyond individual meetings. IBM researchers found that teams trained in the method not only reduced meeting times by 75% but also developed a shared vocabulary for thinking that improved communication outside formal sessions. Team members became more willing to change perspective and more skilled at exploring ideas fully before judging them.

Chapter 7: Measure the Results: Achieving 493% Productivity Gains

The impact of the Six Hats method extends far beyond subjective improvements in meeting quality - it delivers measurable, quantifiable results that have been documented across diverse organizations and contexts. These results provide compelling evidence for the transformative power of structured thinking. In a controlled experiment with three hundred senior civil servants, researchers measured thinking productivity before and after introducing the Six Hats method. The results were staggering - a 493% increase in productivity. This wasn't merely subjective perception; they measured concrete outputs like the number of viable solutions generated, the comprehensiveness of risk assessment, and the quality of implementation plans. The judiciary system has also documented remarkable efficiency improvements. In two similar law cases, the first jury deliberated for more than three hours using traditional discussion methods. In the second case, a juror familiar with the Six Hats method suggested using it to structure their deliberation. They reached their decision in just fifteen minutes - a 92% reduction in time with no decrease in the quality of justice delivered. These dramatic time savings translate directly to financial benefits. Managers in the United States spend nearly 40% of their time in meetings. When organizations like Statoil and ABB reduced meeting times by 75-93%, they effectively created 30% more management capacity at zero additional cost. For businesses, this represents millions in recaptured productive time. To measure the impact in your own organization, establish clear metrics before implementation. Track not only time savings but also measures of output quality, such as implementation success rates, reduction in decision reversals, and increased innovation adoption. Compare these metrics before and after Six Hats training to quantify return on investment. Beyond efficiency gains, organizations report significant improvements in workplace culture and engagement. When Siemens implemented the method across its research divisions, they surveyed participants about their meeting experiences. The results showed not only faster decisions but also higher satisfaction, greater psychological safety, and increased willingness to contribute ideas. These cultural benefits, while harder to quantify, often deliver the most sustainable long-term value. Implementation success depends on consistent application and leadership commitment. Start with a pilot group to demonstrate results before broader rollout. Provide proper training rather than just conceptual introduction, and ensure facilitators develop comfort with the method through practice sessions before leading important discussions. The most compelling evidence comes from organizations that have sustained use over years. They report that the Six Hats method doesn't merely solve immediate communication problems - it fundamentally transforms their capacity for collective intelligence. As one senior executive at DuPont observed: "We didn't just learn a new meeting technique; we learned how to think together in ways that make our individual expertise more valuable to the group."

Summary

The Six Thinking Hats method represents a fundamental shift in how we approach thinking - moving us from adversarial argument to collaborative exploration. Throughout this book, we've seen how this simple yet powerful framework separates different thinking modes, allowing us to harness our full cognitive capabilities rather than working against ourselves. As Edward de Bono wisely noted, "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." The transformative power of structured thinking is available to everyone willing to try a new approach. You don't need special training or innate talent - just the willingness to practice a more deliberate thinking process. Start small by introducing one hat at a time in your next meeting or decision-making process. Pay attention to how separating your thinking changes both the quality of your ideas and the experience of thinking itself. When you're ready, design complete hat sequences for important challenges. The reward will be not just better decisions, but a more enjoyable and productive thinking experience for yourself and everyone around you.

About Author

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Edward de Bono

Edward de Bono was a Maltese physician, author, inventor, and consultant. He is best known as the originator of the term lateral thinking (structured creativity) and the leading proponent of the deliberate teaching of thinking in schools.

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