Application method
Whilst the ideas of the hats themselves provide significant benefits, there is more to the six hats method as applied within de Bono thinking systems and as trained under his franchise. In particular the phase at which the hats are used is highly relevant.
Typically, a project will begin with an extended white hat action, as everyone gets "on the same page" creating a shared vision of the issue being addressed. Thereafter each hat is used for a few minutes at a time only, except the red hat which is limited to a very short 30 seconds or so to ensure that it is an instinctive gut reaction, rather than a form of judgment. This pace is believed to have a positive impact on the thinking process, in accordance with Malcolm Gladwell's theories on "blink" thinking.
This ensures that groups think together in a focused manner, staying on task, it also ensures that they focus their efforts on the most important elements of any issue being discussed. However, it also has the potential to create conflict if not well facilitated, since people can feel "railroaded". To avoid this it is important to notice when there is any significant difference of opinion on the thinking process or the area in which it should focus.
Summary
Using a variety of approaches within thinking and problem solving allows the issue to be addressed from a variety of angles, thus servicing the needs of all individuals concerned. The thinking hats are useful for learners as they illustrate the need for individuals to address problems from a variety of different angles. They also aid learners as they allow the individual to recognize any deficiencies in the way that they approach problem solving, thus allowing them to rectify such issues.
De Bono believed that the key to a successful use of the Six Thinking Hats methodology was the deliberate focusing of the discussion on a particular approach as needed during the meeting or collaboration session. For instance, a meeting may be called to review a particular problem and to develop a solution for the problem. The Six Thinking Hats method could then be used in a sequence to first of all explore the problem, then develop a set of solutions, and to finally choose a solution through critical examination of the solution set.
So the meeting may start with everyone assuming the Blue hat to discuss how the meeting will be conducted and to develop the goals and objectives. The discussion may then move to Red hat thinking in order to collect opinions and reactions to the problem. This phase may also be used to develop constraints for the actual solution such as who will be affected by the problem and/or solutions. Next the discussion may move to the (Yellow then) Green hat in order to generate ideas and possible solutions. Next the discussion may move between White hat thinking as part of developing information and Black hat thinking to develop criticisms of the solution set.
Because everyone is focused on a particular approach at any one time, the group tends to be more collaborative than if one person is reacting emotionally (Red hat) while another person is trying to be objective (White hat) and still another person is being critical of the points which emerge from the discussion (Black hat).
Usage
Speedo Researchers are said to have used the six thinking hats in the creation of swimsuits. "They tried the “Six Thinking Hats” method of brainstorming, a green hat for creative ways to attack a problem, a black one to look at the feasibility of those ideas."[5]
Publication data
• Edward de Bono. Six Thinking Hats (1985) ISBN 0-316-17831-4
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