What de Bono wants to achieve is to structure thinking and make it more effective. “Suggestions, judgments, criticism, information and plain emotions are all mixed together in a sort of thinking stew,” he writes. The “six thinking hats” are different ways of looking at an issue that needs to be decided.
- White Hat
White hat thinking is cold, neutral and objective. It is the time to look at the facts and figures. The white (absence of colour) indicates neutrality. When group members put on their white hats, they focus directly on the information. For the moment everyone looks to see what information is available, what is needed, and how it might be obtained. Proposals, opinions, beliefs and arguments are put aside. “Just the facts, m’am.”
- Red Hat
The red hat represents anger (seeing red) – an emotion. This kind of thinking covers intuition, feelings, hunches and emotions. Usually, feelings and intuition can only be introduced into a discussion if they are supported by logic. Often, the feeling is genuine but the logic is spurious. Wearing the red hat allows you to put forward your feelings and intuitions without the need for justification, explanation or apology. The red hat allows feelings, as such, to come into the discussion without pretending to be anything else.
- Black Hat
Black is gloomy and negative. Black hat thinking is taking the time to look at why something will fail. It covers the negative aspects and is similar to playing the devil’s advocate. Wearing the black hat allows you to consider your proposals critically and logically. The black hat is used to reflect on why a suggestion does not fit the facts, the available experience, or the system in use. Because mistakes can be so disastrous, the black hat is very valuable. It is the most used - and possibly the most useful hat. However, it is also very easy to overuse.
- Yellow Hat
Yellow is sunny and positive. Putting on the yellow hat is time to be hopeful and optimistic and look at the logical, positive view of things. Wearing the yellow hat allows you to look for benefits, feasibility and how something can be done. Yellow hat thinking is a deliberate hunt for the positive. Benefits are not always immediately obvious and you might have to search for them. Every creative idea deserves some yellow hat attention.
- Green Hat
Green suggests grass, fertility and abundant growth. Green hat thinking indicates creativity and cultivating new ideas. The green hat makes time and space available to focus on creative thinking. Even if no creative ideas are forthcoming, the green hat asks for the creative effort. Often green hat thinking is difficult because it goes against our habits of recognition, judgment and criticism.
- Blue Hat
Blue is coolness and the colour of the sky, high above us all. To put on the blue hat, is to become concerned with control and the organization of the thinking process. The blue hat is the overview or process control. It is for organizing and controlling the thinking process so that it becomes more productive. The blue hat is for thinking about thinking and setting the agenda.
- Course Implications
The logical relationship to this course falls under Part 4, Chapter 11 of the text, Organizational Behaviour. On page 425 of this textbook, Edward de Bono’s book, “Six Thinking Hats” is referred to and briefly explored. My decision to read and review this book was directly due to the reference in the textbook.
I would like to take this opportunity to point out an inaccuracy on page 426 of the text regarding the “Six Thinking Hats” concept. The textbook author states that, “we use all six in order to fully develop our capacity to think more creatively. Groups could do the same by assigning each person to the role of one of the hats.” Appointing each person in a group to adopt a different hat is exactly the opposite of what is intended with the “six hat” methodology. The idea is that everyone in a group focuses on a specific thinking style (colour of hat) at the same time, not individually. Doing it this way reduces argument and the role of ego in the conversation.
- Relevancy of Material
I found the material contained in this book to be extremely relevant to this course study of human behaviour in organizations. Its concepts are applicable to numerous topics and sections of the text outline, for example: Groups and Teamwork, Communication, Decision Making and Creativity, and Organizational Structure and Change.
The idea of the “hat” has the advantage that it allows people to play with a new perspective. People learn best when they are playing, and the “six hat” approach certainly encourages a spirit of play. By clearly defining the rules of the game, this method reduces the amount of personality-based conflict, encourages more participation, and gives validation to many different ways to present the question at hand. This should make each participant feel more affirmed and invested in the process. Also, since the route is focused on getting lots out on the table, it also suspends judgment longer so that more ideas can emerge.
De Bono reports that this thinking process reduces time spent in meetings by 20 to 90 percent, based on experiences reported to him since the book was first published. He also alleges that many people feel that the evaluations that emerge are more useful ones as well. Meetings are now constructive, productive, and much faster.
- Assessment of Usefulness
The “six thinking hats” theory will be a useful tool for me to employ personally when looking at an issue that needs to be decided. It is a good technique for looking at the effects of a decision from a number of different points of view. It allows necessary emotion and skepticism to be brought into what would otherwise be purely rational decisions. It opens up the opportunity for creativity within decision-making. This process will also help for me to be more positive and creative. Overall, when using this technique, my thinking will become clearer and I will be less inclined to remain in the black and white modes which come more naturally to me.
In summary, of greatest significance to me is the following quote from the book:
“Thinking is the ultimate human resource. Yet we can never be satisfied with our most important skill. No matter how good we become, we should always want to be better.”
- Edward de Bono
