The premise of the method is that the human brain thinks in a number of distinct ways which can be deliberately challenged, and hence planned for use in a structured way allowing one to develop tactics for thinking about particular issues. De Bono identifies six distinct directions in which the brain can be challenged. In each of these directions the brain will identify and bring into conscious thought certain aspects of issues being considered (e.g. gut instinct, pessimistic judgement, neutral facts). Some may feel that using the hats is unnatural, uncomfortable or even counterproductive and against their better judgement.[citation needed]
Colored hats are used as metaphors for each direction. Switching to a direction is symbolized by the act of putting on a colored hat, either literally or metaphorically. This metaphor of using an imaginary hat or cap as a symbol for a different thinking direction was first mentioned by De Bono as early as 1971 in his book "Lateral Thinking for Management" when describing a brainstorming framework.[3] These metaphors allow for a more complete and elaborate segregation of the thinking directions. The six thinking hats indicate problems and solutions about an idea the thinker may come up with.
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Having identified the six modes of thinking that can be accessed, distinct programs can be created. These are sequences of hats which encompass and structure the thinking process toward a distinct goal. A number of these are included in the materials provided to support the franchised training of the six hats method; however it is often necessary to adapt them to suit an individual purpose. Also, programs are often "emergent", which is to say that the group might plan the first few hats then the facilitator will see what seems to be the right way to go.
Speedo researchers are said to have tried 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."[6]
In 2009, Swedish newspapers noticed that the municipality of Laholm had purchased 300 thinking hats for the amount of 18,000 Swedish krona (about 2000 USD). The hats were used only once, but were later lent to the Economic Crime Authority.[10][11]
The hats promote parallel thinking, which De Bono posited as a productive alternative to adversarial thinking (otherwise known as debate). By defining the perspective for a group, the benefits are a reduction of negative conflict and encouraged co-operation.
Joe tells them that each group will undertake six 15-minute rounds of six hat thinking, wearing a different hat for each round. Joe has the groups where hats in a logical order so that discussions flow toward a final outcome.
All of your meetings, discussions, exploration and thinking should culminate in forward movement, a commitment to implement new ways of doing and seeing things. The six thinking hats method should provide you with all you need to know to make good decisions and solve big problems.
A thinking hat is a metaphor for a certain way of thinking. By mentally wearing different thinking hats people are forced to look at a problem from different perspectives. Thus a one-sided way of thinking is excluded and new insights are created.
These six thinking hats metaphors provide a more complete and comprehensive segregation of the types of thinking than the prejudices that are inherent to the immediate thoughts of people. All these thinking hats help people to think more deeply about a certain topic.
In ordinary and unstructured thinking, this method seems unfocused. The thinker moves from critical thinking to neutrality, to optimism, etcetera, without structure or strategy. The process of the six thinking hats introduces the process of parallel thinking.
A number of these goals have been included in the materials that support the franchise training of the six thinking hats method, however, it is often necessary to adapt these for individual purposes.
Sequences always begin and end with a blue hat, the group agrees on how they will think together, then they do the thinking and finally they evaluate the outcomes of the thinking process and what to do next. Sequences (and indeed hats) may also be used by individuals who work alone or in groups.
Used as a comprehensive thinking process method, the concept of the six thinking hats allows teams and individuals to improve their problem-solving and decision-making processes. Ultimately, such a methodology aims to look at situations and problems from various perspectives, ensuring that creativity aids in going beyond the habitual ways of thinking.
Since its inception in 1986, the concept of the six thinking hats has helped organizations worldwide. Now, what are the six benefits of the six thinking hats? Here are the main factors where using this thinking process can be highly beneficial.
Using the six thinking hats technique promotes a highly organized process of thinking. This is because every angle tends to be considered, which helps further weigh information and remove unnecessary details, promoting streamlined decision-making.
Since the technique strengthens key skills such as organizational skills and creative thinking, people achieve more in fairly less time. This is because they are more empowered to work together, knowing the supposed direction of the discussion or problem-solving process. Hence, the six thinking hats method promotes role ownership and responsibility.
Combining instincts and feelings, the people engaged in the red hat type of thinking are free to express their feelings toward the ideas passively, without having to explain or justify their fears or dislikes in a logical way.
Though the six thinking hats process may be tailored-fit to suit the needs of the individual or group using it, knowing its ideal step-by-step method helps direct any meeting, brainstorming, or discussion in a more practical, conflict-free way.
Using the six thinking hats method is made easier and more efficient through technology. As an innovative operations management software, SafetyCulture (formerly iAuditor) helps organizations make quality decisions by empowering all workers to take part in the process.
As illustrated in Figure 1, wearing the blue hat brings the perspective of organizational critical thinking and metacognition. This makes blue hat thinking different from all the other hats because while the other hats are concerned with thinking about how to solve a particular problem, blue hat thinking is focused on thinking about thinking that will lead to a solution. Thus, blue hat thinking brings to the critical thinking and problem solving process, higher order thinking which involves active control over the cognitive processes engaged in seeking for a reasonable solution to a problem. It helps to identify strategies and to plan activities that can be implemented to solve a given problem. Because the blue hat thinking is a higher order thinking hat, De Bono justifies its colour as follows:
From Figure 1 we can see that the red hat brings to the critical thinking and problem solving process opportunities to express personal emotions. These are expressed without fear of being judged and with no need for justification. Emotions, feelings, hunches and intuitive ideas are shared in a context of freedom of expression. Participants are free to say how they feel about an approach being taken in attempts to solve a problem, at a particular moment in time, without having to provide an explanation, or giving reasons for their feelings. As there is freedom of expression and no need for justification, participants are free to express their feelings without having to look for logic and rationalization for those feelings. Thus, this hat creates opportunities for participants to be humanly real, not always having to be objective and free to hold on to what they value and think, without fear that they will be challenged.
Having the hats coloured differently helps students to understand that in critical thinking and problem solving, there usually is no one-way to solve a problem. And that if one approach does not appear to derive a solution, they should be prepared to try other approaches that help to advance their thinking and problem solving.
The variety of coloured hats is a simple and convenient way to teach students that they should be prepared to try alternative approaches to problem solving but it is important to also point out that in the normal course of thinking, it is quite common to utilize several coloured hats simultaneously. Besides, even though the hats have been described and discussed alphabetically in this paper for convenience, it is worth pointing out to students that there is no set sequence in which the hats are always to be worn. It depends on the nature of the problem that is being solved. For example, one problem might require a basic explanation (white hat thinking) before any steps to its solution can be attempted. Another search for a solution might be started by a motivational speaker who convinces shareholders of a very promising investment alternative (yellow hat thinking). Yet another one might start with what is called a SWOT analysis showing the Strengths (blue hat), Weaknesses (black hat) Opportunities (yellow hat), and Threats (black hat).
The hats allow full attention to be paid to the critical aspects of thinking, the constructive aspects of thinking, and the creative aspects of thinking. The hats provide a framework for learning about the different aspects of thinking and for understanding thinking. Without them, it can be difficult to teach thinking. (p. 165)
I am the product of an education system that challenged students to "think harder," to "think again," and frequently, to "put our thinking hats on." Although most of us understood the message behind our teachers' directions, no one had a clue about how to power-up our thinking. 2ff7e9595c
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