The 6 Thinking hats ensures that groups think together in a focused manner, staying on task, & ensures that they focus their efforts on the most important elements of any issue being discussed.

1. +
Edward de Bono’s
Six Thinking Hats
A tool for
decision
making &
problem
solving
FREDERICK MARS UNTALAN MD

2. +
Creative
Problem
Solving

3. + “Traditional” CPS
Mess-finding
Data-finding
Problem-finding
Idea-finding
Solution-finding
Acceptance-finding

4. +
Common idea-finding methods
Brainstorming
Mind Maps
Free association
Free-writing
Incubation

5. +
Six hats & problem solving
A more deliberate process than CPS
Like CPS, uses creativity (green hat)
Unlike CPS, provides a mechanism for
evaluating ideas & making decisions

6. +
 Plato: See
Shadows of the
Truth
 Aristotle:
Concerned with
What Is--
 Analysis,
Judgment,
Argument
 Socrates:
Focused on the
Negative

7. +
Six hats is parallel thinking

8. +
 M.D., Ph.D., (philosophy, medicine &
psychology), Rhodes scholar
 World-renowned consultant to business,
governments, schools and industry
 Author of 62 books in 40 languages
 Originator of Six Thinking Hats, Lateral
Thinking and Direct Attention Thinking Tools
The Originator
Dr. Edward de Bono
8

9. +
THINKING
“The Ultimate Human Resource”
We can always improve our thinking skills.
Confused thinking arises from trying to do too
much at once.
We should emphasize what can be, & not
what is.

10. + Benefits Of The
Six Thinking Hat Framework
Parallel
10
Adversarial
Improve Exploration
Save Time
Improve Creativity & Innovation
Foster Collaborative Thinking

11. + Results Around The
Wor ld
Since 1993 over 200,000 trained
In use by many of the largest & most
successful organizations worldwide
Works well in different cultures
Applies at all levels & across
disciplines
11

12. + The Basics
12
There are six different imaginary hats that you can put
on or take off.
Think of the “hats” as thinking icons.
Each hat is a different color and represents a different
type or mode of thinking.
We all wear the same hat (do the same type of
thinking) at the same time.
When we change hats - we change our thinking.

13. +
So the six hats are…?
Six colors of hats for six types of thinking
 Each hat identifies a type of thinking
Hats are directions of thinking
Hats help a group use parallel thinking
 You can “put on” and “take off” a hat

14. +
Uses for Six Hats
Problem solving
Strategic planning
Running meetings
Much more

15. +
Six colors…
 White: neutral, objective
 Red: emotional, angry
 Black: serious, somber
 Yellow: sunny, positive
 Green: growth, fertility
 Blue: cool, sky above

16. +
…and six hats
 White: objective facts & figures
 Red: emotions & feelings
 Black: cautious & careful
 Yellow: hope, positive & speculative
 Green: creativity, ideas & lateral thinking
 Blue: control & organization of thinking

17. The Red Hat
What do you feel
about the suggestion?
What are your gut
reactions?
What intuitions do you
have?
Don’t think too long or
too hard.

18. The White Hat
The information
seeking hat.
What are the facts?
What information is
available? What is
relevant?
When wearing the
white hat we are
neutral in our
thinking.

19. The Yellow Hat
The sunshine hat.
It is positive and
constructive.
It is about
effectiveness and
getting a job done.
What are the benefits,
the advantages?

20. The Black Hat
The caution hat.
In black hat the
thinker points out
errors or pit-falls.
What are the risks or
dangers involved?
Identifies difficulties
and problems.

21. The Green Hat
This is the creative
mode of thinking.
Green represents
growth and
movement.
In green hat we look
to new ideas and
solutions.
Lateral thinking wears
a green hat.

22. The Blue Hat
The control hat,
organising thinking
itself.
Sets the focus, calls
for the use of other
hats.
Monitors and reflects
on the thinking
processes used.
Blue is for planning.

23. + Six Thinking Hats
Intuitive
Informative
Constructive
Cautious
Reflective Creative

24. 24
BBlluuee HHaatt
Managing The Thinking
Setting The Focus
Making Summaries
Overviews · Conclusions
Action Plans
GGrreeeenn HHaatt
Creative Thinking
Possibilities · Alternatives
New Ideas · New Concepts
Overcome Black Hat
Problems & Reinforce Yellow
Hat Values
BBllaacckk HHaatt
Why It May Not Work
Cautions · Dangers
Problems · Faults
Logical Reasons
Must Be Given
YYeellllooww HHaatt
Why It May Work
Values & Benefits
(Both Known & Potential)
The Good In It
Logical Reasons
Must Be Given
RReedd HHaatt
Feelings & Intuition
Emotions Or Hunches
“At This Point”
No Reasons or Justification
Keep It Short
WWhhiittee HHaatt
Information & Data
Neutral & Objective
Checked & Believed Facts
Missing Information &
Where To Source It
FFOOCCUUSS

25. +
General Hat issues
 Direction, not description
 Set out to think in a certain direction
 “Let’s have some black hat thinking…”
 Not categories of people
 Not: “He’s a black hat thinker.”
 Everyone can and should use all the hats
 A constructive form of showing off
 Show off by being a better thinker
 Not destructive right vs. wrong argument
 Use in whole or in part

26. +
Benefits of Six Thinking Hats
 Provides a common language
 Experience & intelligence of each person (Diversity of thought)
 Use more of our brains
 Helps people work against type, preference
 Removal of ego (reduce confrontation)
 Save time
 Focus (one thing at a time)
 Create, evaluate & implement action plans

27. +
Using the hats
 Use any hat, as often as needed
 Sequence can be preset or evolving
 Not necessary to use every hat
 Time under each hat: generally, short
 Requires discipline from each person
 While using it, stay in the idiom
 Adds an element of play, play along
 Can be used by individuals and groups

28. +
Results of Six Hat Thinking
 Deriving power from focused thinking
 Saving time
 Removing ego from decisions
 Doing one thing at a time

29. +
Use Preset Sequence
Discipline
Timing
Guidelines

30. +
Results of Six Hat Thinking
Decisions Seem to
Make
Themselves!

31. + What If It’s Not Possible to Make
a Decision...?
May Need More Information
Can’t Reconcile Values
May Depend on Future Information

33. +

34. +

35. +
Role
of the Chairperson/Presiding
Officer/Facilitator
Define the focus of your thinking
Plan the sequence and timing of the thinking
Ask for changes in the thinking if needed
Handle requests from the group for changes in the
thinking
Form periodic or final summaries of the thinking for
consideration by the team
35
x

36. + Role of the
member/par ticipan
36
t Follow the lead of trained Six Thinking Hats
facilitator
Stick to the hat (type of thinking) that is in
current use
Try to work within the time limits
Contribute honestly & fully under each of
the hats

37. +
Edward de Bono’s
Six Thinking Hats
A tool for
decision
making &
problem
solving
FREDERICK MARS UNTALAN MD