Traditional Thinking
Describe you current
style of thinking
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Describe you current
style of thinking - example
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Logical and analytical
Somewhat creative
Like to talk things out
Bounce ideas off people
What are your
thinking strengths?
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What are your
thinking strengths? - example
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Good problem solver
Good team worker
Fun thinker
What are your
thinking weaknesses?
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What are your
thinking weaknesses? - example
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Not very lateral
Not good at being critical
Not good at overviews
Sometimes miss big picture of
sequencing
How is it working for you?
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How is it working for you? example
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Fine at the moment
Always room for improvement
Often miss the obvious
Where do you do
your best thinking?
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Where do you do
your best thinking? - example
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In the shower
In my dreams
In your group, do some
thinking around
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Pick any two of the following to focus on;
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Banning high fat foods
Everyone wears a lie detector
Pavement Proficiency licence
All cars painted yellow
Banning vehicles from the city centre
Marriage renewed every five years
Everyone is entitled to one-year sabbatical
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In your group, do some
thinking around
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Write down where you focused your thinking
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Now individually
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Write down any observations you have
regarding the thinking behaviours of
the group.
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The Six Thinking Hats
Edward de Bono
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Edward de Bono has written 65 books with translations in
37 languages. He has been invited to work in 52
countries.He was born in Malta and graduated from the
University of Malta. He proceeded as a Rhodes Scholar
to Oxford and has held appointments at the Universities
of Oxford, Cambridge, London and Harvard.
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Dr de Bono is the originator of the term 'lateral thinking'
which now has an official entry in the Oxford English
Dictionary. He is regarded as the leading international
authority in conceptual and creative thinking, and also the
direct teaching of thinking as a skill.
Thinking is a skill, that is all
about using what you’ve got
Thinking is a skill, that is all
about using what you’ve got
An excellent driver will get great
performance, even out of a banger.
Thinking is a skill, that is all
about using what you’ve got
A poor driver won’t get a good
perfomance out of a great car.
An excellent driver will get great
performance, even out of a banger.
Thinking is a skill, that is all
about using what you’ve got
A very intelligent person with bad
thinking skills won’t be creative.
A person of average intelligence with
good thinking skills can be very creative.
The Six Thinking Hats
Traditional Meeting
Parallel Thinking
Parallel Thinking
Parallel Thinking
Parallel Thinking
Parallel Thinking
The Six Thinking Hats
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Each ‘hat’ represents a perspective or
way of thinking
They are metaphorical hats that a
thinker can put on or take off to
indicate the type of thinking they are
using
The Six Thinking Hats
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In a group we can ask members to ‘put
on’ different hats in a sequence to aid
the problem solving process
This can help overcome the problem of
each group member adopting random
positions at random times
The Six Thinking Hats
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It also permits us to control people
who insist of sticking to one
perspective - we can ask them to
assume a different hat
Many major international organisations
use this technique for problem solving
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
FOCUS
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
Why it may not work
Cautions * Dangers
Problems * Faults
Logical reasons
must be given
FOCUS
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
Why it may not work
Cautions * Dangers
Problems * Faults
Logical reasons
must be given
FOCUS
Feelings and Intuition
Emotions and hunches
No reasons or justifications
“At this point”
Keep it short
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
Why it may not work
Cautions * Dangers
Problems * Faults
Logical reasons
must be given
FOCUS
Feelings and Intuition
Emotions and hunches
No reasons or justifications
“At this point”
Keep it short
Creative Thinking
Possibilities * Alternatives
New Ideas * New Thinking
Overcome black hat issues
Reinforce yellow hat issues
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
Why it may not work
Cautions * Dangers
Problems * Faults
Logical reasons
must be given
FOCUS
Why it may work
Feelings and Intuition
Values * Benefits
(both known and potential)
Logical reasons
must be given
Emotions and hunches
No reasons or justifications
“At this point”
Keep it short
Creative Thinking
Possibilities * Alternatives
New Ideas * New Thinking
Overcome black hat issues
Reinforce yellow hat issues
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
Information & Data
Why it may not work
Neutral and objective
Checked and believed facts
Missing information &
Where to source it
Cautions * Dangers
Problems * Faults
Logical reasons
must be given
FOCUS
Why it may work
Feelings and Intuition
Values * Benefits
(both known and potential)
Logical reasons
must be given
Emotions and hunches
No reasons or justifications
“At this point”
Keep it short
Creative Thinking
Possibilities * Alternatives
New Ideas * New Thinking
Overcome black hat issues
Reinforce yellow hat issues
The Six Thinking Hats
Managing the Thinking
How do we sequence the events
Explain? Summarize.
What is your conclusion?
What next? Action plan?
What is the main idea?
Information & Data
Why it may not work
Who, what, when, where?
What do you know about?
What are the facts about?
What do you need to know?
Where do you locate this?
What are the risks of?
Why won’t/didn’t this work?
What were the difficulties of?
What are the consequences of?
What should you be cautious about?
FOCUS
Why it may work
Feelings and Intuition
What are the benefits?
What is good about?
What is a positive outcomes?
What is the value?
Can this be made to work?
What does your intuition tell you?
Did your feelings change? How?
What prejudices are present?
What are you feeling now?
What is your hunch about?
Creative Thinking
What if?
What is good about?
What else can we do?
What is the value of?
How can we make this work?
What are the alternatives?
The Six Thinking Hats
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We tend to use all of the Six Hats on a
daily basis, but people tend to have
default hats that they use more often.
The Six Thinking Hats
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Which two hats do you feel more
comfortable using?
Hat 1: __________________
Hat 2: __________________
The Six Thinking Hats
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Which two hats do you feel dominate
in your team/organisation?
Hat 1: __________________
Hat 2: __________________
The Six Thinking Hats
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What impact does that have on your
team’s effectiveness?
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The Six Thinking Hats
in Detail
The Blue Hat
The Blue Hat
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FACILITATOR ROLE
The role of the facilitator
Focuses and refocuses thinking
Makes calls for the group to make
decisions
The Blue Hat
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Questions
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How do we sequence the events
Explain? Summarize.
What is your conclusion?
What next? Action plan?
What is the main idea?
What was the problem? How was it
solved?
The Blue Hat
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Describe a typical meeting
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The Blue Hat
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Which of your meetings would benefit from
the Six Thinking Hats framework?
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The Blue Hat
TECHNIQUE:
Choose the right hat or tool
FOCUS:
TIME:
Decide on what you what to think about
Set limits and work within them
The Blue Hat
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CREATIVE HIT LIST
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List three areas where you need new ideas
Try not to think about problems
Look for opportunities
Develop a focus statement for each starting
with “how to …”
Focus 1: _______________________
Focus 2: _______________________
Focus 3: _______________________
The White Hat
The White Hat
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FACTS AND LOGIC
Separates fact from speculation
Specifies action needed to fill gaps
Assesses the relevance and accuracy
of information
The White Hat
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Questions
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Who, what, when, where?
What do you know about?
What are the facts about?
What do you need or want to know about?
Where might you go to find out about?
The White Hat
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In White Hat mode, think about one of the
following …
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Focus 1: Traffic Congestion
Focus 2: Noise Pollution
Focus 3: Human Nutrition
There are questions on the next four slides to
help you focus on the white hat
The White Hat
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What do we know?
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The White Hat
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What do we need to know?
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The White Hat
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Where are we going to get the information we
need to know?
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The White Hat
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What OPVs should we consider? Who are
these people and what are their views?
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The Red Hat
The Red Hat
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EMOTIONS AND FEELINGS
Gives permission to express feelings,
hunches and intuitions
Can be used to help make a decision
Does not require justification or
explanation
Limited to 30 seconds or less
Best expressed in a word or two
The Red Hat
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Questions
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What are you feeling now?
Did your feelings change? How?
What prejudices are present?
What is your hunch about?
What does your intuition tell you?
Which way do you like based on your
feelings?
The Red Hat
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How do you currently manage your
feelings?
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The Red Hat
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How are emotions dealt with on your
team?
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The Red Hat
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How do you feel about?
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Flexitime at work
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Legalizing marijuana
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Bungee jumping team exercise _______
Mandatory retirement at 55
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Eliminating titles at work
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Banning smoking everywhere _______
Cloning humans
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The Red Hat
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Sorting ideas using the red hat
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What ideas are most interesting to me?
What ideas have most potential?
What ideas do I thinking are boldest?
The Red Hat
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Group using the ABC Sorting technique
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A: Which ideas could we ACT on right now?
B: What ideas are BEGINNING ideas?
C: What ideas are CONCEPTS (broad ideas)?
The Yellow Hat
The Yellow Hat
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LOGICAL POSITIVES
Explores the benefits of an idea
Must give reasons why an idea is
valuable or might work
Reinforces creative ideas and new
directions
The Yellow Hat
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Questions
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What are the benefits?
What is good about?
What is a positive outcomes?
What is the value?
Can this be made to work? Explain.
What did you like about?
The Yellow Hat
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What are the benefits of?
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Focus 1: Birthdays only when deserved
Focus 2: Weekly 24hr broadcasting ban
Focus 3: Unreliable friend
Focus 4: Black toothpaste
The Black Hat
The Black Hat
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LOGICAL NEGATIVES
Explores why an idea may not work
Must give logical reasons for concerns
Points out difficulties
The Black Hat
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Questions
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What should you be cautious about?
What are the consequences of?
What were the difficulties of?
Why won’t/didn’t this work?
What did you dislike about?
What are the risks of?
The Black Hat
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Is there someone you work with who
tends to overuse black hat thinking?
What is the impact?
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The Black Hat
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What are the downsides, both existing
and potential of?
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Focus 1: World-wide smoking ban
Focus 2: Identity card schemes
Focus 3: Making poverty history
Focus 4: Electronic tagging for everyone
The Green Hat
The Green Hat
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CREATIVTITY AND IMAGINATION
Encourages a search for new ideas
Seeks to modify and removes faults
from existing ideas
Makes time for creative effort
The Green Hat
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Questions
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What if?
What is good about?
What is the value of?
How can we make this work?
What are the alternatives?
What else can we do?
The Green Hat
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What is holding your team back from
being creative? (Creative Barriers)
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The Green Hat
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Thinking of other uses for:
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Balloon
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Golf Tee
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Toothbrush
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Paperclip
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The Green Hat
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Thinking of other uses for:
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Balloon
____Shower Cap_____
_____Traffic Sign_____
_____Scarecrow______
Golf Tee
_____Toothpick_____
_____paper Holder___
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Toothbrush
____Silver Cleaner____
____Paint Cleaner_____
___________________
Paperclip
___Popping discs_____
_____Jewellery______
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The Green Hat
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The Three Ps
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Positive: Every idea is potentially
valuable, record all
Prolific: The more ideas the better, build
ideas on each other
Playful: It is easier to tame a wild idea,
than make a boring idea interesting
The Green Hat
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Generate Ideas on
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Focus 1: Reducing traffic congestion
Focus 2: Increasing leisure time
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The Six Thinking Hats
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Which hat is?
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“Retooling will take a minimum of six months”
“I am unhappy with the merger”
“Our product is the most expensive on the market”
“It will increase our profile in the community”
“Low staff morale is causing high attrition”
“The meeting seems to be drifting”
“Joe told me he was worried about a staff issue”
“We tried that and the staff are not supportive”
“It would be easy to implement a new logo”
“We could offer two for the price of one
“I am concerned about staff morale
“Are we ready to commit to a decision?”
The Six Thinking Hats
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Which hat is? – my ideas
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“Retooling will take a minimum of six months”
“I am unhappy with the merger”
“Our product is the most expensive on the market”
“It will increase our profile in the community”
“Low staff morale is causing high attrition”
“The meeting seems to be drifting”
“Joe told me he was worried about a staff issue”
“We tried that and the staff are not supportive”
“It would be easy to implement a new logo”
“We could offer two for the price of one
“I am concerned about staff morale
“Are we ready to commit to a decision?”
The Six Thinking Hats
Managing the Thinking
Setting the focus
Making summaries
Overviews & conclusions
Action Plans
Information & Data
Why it may not work
Neutral and objective
Checked and believed facts
Missing information &
Where to source it
Cautions * Dangers
Problems * Faults
Logical reasons
must be given
FOCUS
Why it may work
Feelings and Intuition
Values * Benefits
(both known and potential)
Logical reasons
must be given
Emotions and hunches
No reasons or justifications
“At this point”
Keep it short
Creative Thinking
Possibilities * Alternatives
New Ideas * New Thinking
Overcome black hat issues
Reinforce yellow hat issues
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