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Six Thinking Hats Compiled by Martha A. Walker, Ph.D. Community Viability Specialist, Virginia Cooperative Extension Individuals and organizations want to be creative and develop ideas that effectively address pressing issues and opportunities. Edward DeBono developed the Six Thinking Hats method to guide participants in managing the confusion intense thinking creates and published his parallel thinking concepts in 1985. Six Thinking Hats creates a common sign language for thinking through issues and creating viable action plans. White Hat focuses on available data (facts Black Hat is the basis of logical, critical and figures) while remaining neutral. thinking offering careful, cautious, and Participants are encouraged to review defensive insights. Try to see what is existing information, search for gaps in wrong; why it might not work; what are the knowledge, analyze past trends, and dangers, problems, and obstacles; what are extrapolate key learnings from historical the deficiencies in the thinking process. It data. allows you to eliminate the negatives, alter Questions plans, or prepare contingency plans to What information do we have? counter any problems. What information do we need? Questions What information is mission? What will happen if we take this What questions do we need to ask? action? How are we going to get the What can go wrong if we proceed information we need? with this idea or implement this Is it fact or belief? suggestion? What are the weaknesses that we Red Hat uses intuition, gut reaction, and need to overcome? robust emotion. Encourages participants to How does this “fit” with our (or think about how other people will react other’s) experience, policy, strategy, emotionally and try to understand the values, ethics, and resources? responses of people who do not fully know How will people respond? your reasoning. Participants do not need to Will it work . . be profitable . . be explain or justify individual expressions of acceptable? feelings. Questions Black Hat thinking is not an argument, but How do you react to this? helps to make plans “tougher” and more What is your intuition/opinion about resilient. It can help to spot fatal flaws and this? risks before you embark on a course of Gut feelings . . .Hunches or insights . action. There is a danger of overusing . .Likes/dislikes? black hat thinking by remaining in the critical What emotions [fear, anger, hatred, mode and delaying green and yellow hat suspicion, jealousy, or love (53)] are thinking. involved here? Yellow Hat is a deliberate search for the This idea won’t work in its present positive (optimistic viewpoint) through form, but can we shape it or adapt it exploration and speculation defining the so that it might be usable? benefits of the decision and the value in it. We’ve always done it this way; let’s Yellow Hat thinking is constructive blending “green hat” it . . .does it have to be “curiosity, pleasure, greed, and the desire to done this way? make things happen” (91) enhancing the proposal by generating alternative ideas Blue Hat is process control “thinking about “based on experience, available information, logical deduction, hints, trends, guesses, thinking”. This is the hat worn by people and hopes” (98). chairing or facilitating the session. Blue Hat Questions may be used at the beginning of the session to set the agenda or the sequence for using What ideas, suggestions, or the “hats” and at the end of the session proposals are there for how to when seeking a summary and next steps. approach this problem? . . .to Blue Hat focuses on questioning (fishing achieve this goal? and shooting – p.153) and provides the What is the merit of the approach? structure for use of other hats and other What positives can you see in this thinking/problem-solving tools idea? What could be done to make this Questions: Define the Issue and work better? Faster? More Process economically? What is the problem? Under what conditions could this Is this the real problem? work? What is the underlying problem? What would it take to make this Why do we need to solve this proposal acceptable? problem? What is your vision for how this Where should we go first? could work? Where do we start? What should we be thinking about? Green Hat stands for energy and creativity. This is where you generate new, innovative Questions: Assessment of the ideas and develop creative solutions to a Process problem. It is freewheeling way of thinking Are we getting anywhere? in which there is little criticism of ideas, and What factors should we consider? “movement” is made using provocation to What sort of outcome would we move “forward with an idea or from an idea” regard as successful? (125) seeking alternative solutions. Green What have we achieved so far? Hat thinking must involve shaping the idea for the user or “buyer”. Questions: Management/Facilitation Questions Could you put on the “X” hat? Let’s think “outside the box.” You’re not using the “X” hat. What are some fresh ideas or approaches? References: This is the time for any wild or crazy de Bono, E. (1999). Six Thinking Hats. Little, or “far out” idea. Brown and Company. Boston. What are all of our alternatives MindTools here? http://www.mindtools.com/pages/article/newTED Aren’t there some other alternatives _07.htm . . . perhaps too outside the box?
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