Six Thinking Hats
Six Thinking Hats • Edward de Bono • 1985
9 minute read.Introduction.
I was first introduced to Edward de Bono’s work by my lecturer Allan Dumbreck. During my studies in the creative industries, de Bono’s books Six Thinking Hats and Lateral Thinking (coming soon to a BRAW monthly book review near you!) were pretty much core reading for commercial music product design and for our creative projects.
I’ve carried these books with me everywhere since and the methods within have guided my hand in leading dozens (if not hundreds) of creative, problem-solving, and solution planning meetings over the years as a project manager or as a facilitator.
So, I thought it might be a good idea to share these learnings too, and the methods I’ve used to apply the theory in the past.
Quick synopsis.
Six Thinking Hats by Edward de Bono introduces a powerful technique for group discussion and individual thinking. The method involves six different "hats" representing six modes of thinking: white (facts), red (feelings), black (caution), yellow (benefits), green (creativity), and blue (process). This approach helps groups and individuals explore different perspectives systematically, enhancing problem-solving and decision-making processes.
Core themes.
White Hat – Facts and Information.
“The White Hat calls for information known or needed. 'The facts, just the facts.'”
The white hat is essential when grounding a discussion in reality, focusing solely on objective data and facts. During a facilitation or problem-solving workshop, this phase ensures that all relevant facts, figures, and evidence are gathered without bias or interpretation. It’s about stripping away opinions, assumptions, and emotions so that the team can concentrate purely on what is known.
This method of fact-finding is especially important when scoping out a problem because it gives everyone a shared foundation to work from. Whether you're defining a problem or planning a solution, the white hat encourages asking questions like, "What do we know?" and "What data do we need to move forward?".
This approach not only builds a common understanding but also reduces the risk of decisions being made on flawed or incomplete information.
Red Hat – Feelings and Emotions.
“The Red Hat signifies feelings, hunches, and intuition. When using this hat, you can express emotions and feelings without needing to justify them.”
While facts are crucial, emotions are often the unspoken drivers behind decisions. The red hat is about bringing those emotions to the surface, acknowledging their place in the process. During workshops or meetings, the red hat allows participants to express their gut feelings and intuitions, helping to surface potential concerns or hidden reservations that might otherwise be ignored. It’s particularly valuable when decisions affect people, be it the team, customers, or stakeholders.
By giving space for feelings and emotions, facilitators can uncover human factors that might influence the decision. Recognising these aspects can be crucial in understanding the impact of decisions on team morale and stakeholder satisfaction (or resistance!). This phase isn’t about logic; it’s about acknowledging the human side of problem-solving, ensuring emotional buy-in, and understanding the impact decisions will have on people.
Black Hat – Caution and Critical Judgment.
“The Black Hat is judgment - the devil’s advocate or why something may not work. Spot the difficulties and dangers; where things might go wrong.”
The black hat emphasises caution, encouraging participants to take a more critical look at ideas and potential solutions. There is an emphasis on critical thinking and allowing skepticism, and in doing so identifying the risks, weaknesses, and potential pitfalls of potential solutions. In a workshop setting, the black hat helps avoid groupthink by forcing the team to confront uncomfortable truths and possible roadblocks.
This phase is critical for stress-testing ideas before moving forward, ensuring that the team doesn’t overlook key risks that could derail a project later. It’s about playing devil’s advocate but with a constructive lens, poking holes to fortify solutions, reducing blind spots, and ensuring that any risks are well understood before committing resources. This step is essential to prevent costly mistakes and critical in ensuring that the decision-making process is robust.
Yellow Hat – Benefits and Optimism.
“The Yellow Hat symbolises brightness and optimism. Under this hat, you explore the positives and probe for value and benefit.”
The yellow hat shifts the focus to optimism and potential benefits of ideas and decisions. In contrast to the black hat, this stage is all about identifying opportunities and highlighting the positive aspects of ideas or strategies. This optimistic perspective helps in identifying the value and potential advantages, encouraging a forward-thinking and opportunity-oriented approach in problem-solving.
During facilitation, the yellow hat ensures that even in the face of challenges, participants are encouraged to see the potential upside, asking questions like, "How can we make this work?" and "What are the benefits of this approach?" This mode of thinking can unlock creativity and fuel momentum, helping teams see beyond immediate hurdles and focus on long-term value. It’s especially useful in solution planning, as it pushes teams to explore the strategic advantages of their ideas and fosters a future-focused, growth-oriented mindset.
Green Hat – Creativity and New Ideas.
“The Green Hat focuses on creativity: the possibilities, alternatives, and new ideas. It's an opportunity to express new concepts and perceptions.”
The green hat encourages creative thinking and innovation. This mode is essential for generating new ideas, exploring alternatives, and fostering an environment where novel solutions can emerge. In any workshop or problem-solving meeting, this is the phase where participants are encouraged to think outside the box, explore alternative perspectives, and challenge conventional approaches.
The green hat is vital for fostering an open environment where new ideas can flourish, especially when teams are stuck in the usual ways of working. By embracing creativity, this hat helps unlock new solutions that might not have been considered otherwise. It’s particularly useful in brainstorming sessions or when dealing with complex problems that require fresh thinking. The green hat creates the psychological safety needed for participants to take risks in their thinking, without fear of immediate judgment.
Blue Hat – Process and Control.
“The Blue Hat is used to manage the thinking process. It’s the control mechanism that ensures the Six Thinking Hats guidelines are observed.”
The blue hat is the facilitator’s tool for managing the process. It’s the one that ensures the group stays on track, focusing on the right type of thinking at the right time. During a facilitation session, the blue hat sets the agenda, ensuring that discussions progress logically and that all perspectives are considered without getting bogged down in one area. It is also responsible for the meta-thinking aspect of the process, encouraging participants to reflect on how they’re thinking and whether their approach is effective.
In problem definition or solution planning, the blue hat is essential for keeping the group moving forward and making sure that each hat is used at the appropriate time, maintaining balance between critical evaluation, optimism, and creativity.
But I don’t have 6 people…
Don’t worry about it, Ed has you covered. You can still effectively use the Six Thinking Hats method by taking turns wearing multiple hats. It's all about being intentional with the transitions and ensuring that every aspect of the problem is considered in a structured, systematic way. We detail below how you can use the hats as an individual or as a smaller group.
Sequential hat-wearing (for individuals).
For individuals, the Six Thinking Hats method can be applied by deliberately switching between the different hats during personal reflection or decision-making. You can move from one thinking mode to the next in a structured manner:
Start with the Blue Hat to set the agenda for your thinking process (decide which order to use the hats).
Put on the White Hat to gather and assess the facts.
Switch to the Red Hat to acknowledge your feelings and intuitions about the situation.
Move to the Black Hat to evaluate risks and potential problems.
Shift to the Yellow Hat to consider the benefits and optimistic possibilities.
Use the Green Hat to explore creative ideas and alternatives.
Return to the Blue Hat to review the thinking process and finalize your conclusions.
This allows you to systematically apply different perspectives to the problem, even without a group dynamic.
Rotating hats (for small groups).
In a smaller group setting, participants can take turns wearing different hats at different points during the session. For example, if there are three participants, you might assign each person two hats and have them shift modes of thinking as the discussion progresses. This still allows for a diversity of perspectives while maintaining the structured approach of the Six Thinking Hats method.
It’s all about shared responsibility. Each person takes on different hats at different times, ensuring that all perspectives are covered, even with fewer people.
Managing multiple hats simultaneously.
If a single person or a small team is handling multiple hats simultaneously, it’s important to set clear boundaries for when to switch between modes. This prevents blending thinking styles in a way that might confuse the process. For example, after gathering facts (White Hat), you would consciously pause to shift into a more emotional mode (Red Hat), rather than letting both approaches run concurrently. This conscious switch creates a mental discipline that ensures each mode of thinking is fully explored.
Advice for smaller groups or individuals.
While de Bono designed the Six Thinking Hats method primarily for groups, he emphasizes that the method works just as well for individuals or small teams. The key lies in consciously and methodically switching hats to cover all the different angles of thinking. In smaller settings, the leader or facilitator (usually wearing the Blue Hat) plays a more prominent role in guiding the process and ensuring that each hat gets its moment.
Why you should read it.
"Six Thinking Hats" is a must-read for anyone involved in group facilitation and problem-solving. Edward de Bono’s method provides a structured approach to thinking that enhances creativity, decision-making, and collaboration. Whether you’re a team leader, project manager, or consultant, this book offers valuable techniques to improve the effectiveness of group discussions and problem-solving efforts.
Importance for facilitation and problem solving.
Enhancing facilitation.
Understanding and applying the principles from Six Thinking Hats is crucial for effective facilitation. This method ensures that all perspectives are considered, leading to more comprehensive and balanced discussions. It also helps in managing group dynamics and keeping discussions focused and productive.
Strategies for effective facilitation and problem solving.
Structured thinking process. Using the six hats provides a clear structure for discussions. Facilitators can guide groups through different modes of thinking, ensuring that all relevant aspects are covered systematically. This structure helps in organizing thoughts and making discussions more coherent.
Encouraging balanced participation. The six hats method encourages all participants to contribute, regardless of their usual thinking styles. By rotating through different hats, everyone gets a chance to voice their opinions and perspectives, fostering a more inclusive and collaborative environment.
Improving decision-making. By systematically exploring facts, emotions, risks, benefits, and creative ideas, the six hats method leads to well-rounded decision-making. This comprehensive approach reduces the chances of overlooking important factors and increases the likelihood of finding effective solutions.
Promoting creativity and innovation. The green hat’s focus on creativity encourages participants to think outside the box and explore new possibilities. This can lead to innovative solutions and breakthrough ideas that might not emerge through traditional problem-solving methods.
Managing group dynamics. The blue hat’s role in overseeing the process helps manage group dynamics and ensures that discussions remain focused. This control mechanism is essential for preventing dominance by a few individuals and ensuring that the group stays on track.
Guide your team to the solution.
You don’t need to be the hero, only the guide. By applying these principles, facilitators can lead more effective and authentic problem-solving sessions. The six hats method encourages genuine participation and considers all aspects of an issue, leading to more thoughtful and balanced outcomes.
Final thoughts.
Six Thinking Hats equips facilitators and problem solvers with a powerful tool to enhance their sessions. De Bono’s method provides a structured yet flexible approach that accommodates different thinking styles and perspectives. This book is a valuable resource for anyone looking to improve their facilitation skills and achieve more effective problem-solving results.
At BRAW we help businesses to effictively define and solve problems, by improving the decision making process and increasing the speed at which better decisions can be made. In doing so, marvellous side benefits are reduced costs and increased profit margins for our clients, and also more predictable budgeting.
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