Got a tough decision to make or issue to analyse? – put on your thinking hats! This is a summary of Edward De Bono’s classic book The Six Thinking Hats – which presents an easy way to improve the quality of your thinking, and therefore decisions and results.  It can be used in individual or group situations. When we have a decision to make, the results usually depend on two things: the information we consider and the quality of our thinking.  Both factors are influenced by many things: time, past experience, analytical skills, available information, feelings about the issue, who is involved, etc.  Therefore, it makes sense to use a technique which provides a clear framework to improve the quality of both information and thinking.  Edward De Bono’s Six Thinking Hats are just the thing. How to use the technique De Bono has identified six different "hats" to try on when thinking about an issue.  His use of a hat has a symbolic reference to the familiar saying: “To put on your thinking cap.”  The hat is not part of us; it is something that can be taken on and off, making it easier for us to try out different things.  He also uses colour to describe each hat, making it easily recognisable, yet neutral. Either in a group or individually, identify the proposed course of action. For example, “we need to expand our product range to xyz”. If you are in a group, have someone responsible for facilitating the thinking. Put on one hat at a time, allowing each person to contribute their ideas.  Make sure you stick to the type of thinking for that hat.  Any thinking not related to that hat, has to wait.  If you are working individually, try listing each hat on a piece of paper and work through them one at a time. Following the guidelines below, use the hats in a sequence that makes sense, repeating any that may seem necessary. The Hats and their types of thinking Red   Feelings and emotions about the issue Yellow   Positive or beneficial possibilities to consider Black   Caution or negative possibilities to consider White   Facts, information & data known about the    issue - any gaps? Green   Creative - any ideas, however improbable Blue   Managing the thinking - what hat should we    wear next?  Have all the hats been covered   comprehensively enough? Looking at the different hats, you will find some hats more appealing and others less so.  This is part of the reason the hats are so effective.  Because we all have our own strengths and biases in thinking, the thinking hats extend us past these. Some guidelines for use Application of the hats is situational.  The following are a few guidelines: Depending on the type of problem, it is usually effective to begin with either the red hat (emotions), then follow with the predominant perspective hat (yellow: positive or black: caution) if there is one. Follow the yellow with its ‘opposite’ i.e. black; or the black with its opposite, yellow. Keep an eye out for when you feel people are ready to think outside the square (green hat).  This is often at the beginning or the end. When using the white hat, it is OK to make a list of the facts and information you need to find out.  It is not necessary to have all information available during the exercise.  The point of the white hat is to be clear on what is factual information (vs. opinion), and what specific factual information must be known before decisions are made. Use the blue hat at any time to summarise or guide the thinking.  For example, “Putting on my blue hat – that sounds like yellow hat thinking, but we’re doing black hat now”. The important thing is to explore each hat and keep it fun. If in a group situation, encourage every group member to contribute for each hat. Don’t spend too long on each hat - keep the process moving.  You can always return to a hat if it seems necessary. A Fun Idea When River Empowerment uses this method in training or facilitation we have large painted paper hats.  While the participants often feel silly to start, it helps them with trying something new.  People often feel safer as they can take the hat off when they want.  Also looking around the group the hats provide a strong visual cue as to what type of thinking we are focussing on.  Since everyone is wearing the same hat, it is also a great equaliser, reinforcing that everyone’s views are valid. If you’re not sure you want to wear hats in a group situation, it is still a good idea to have a visual cue as to what type of thinking you are focussing on.  It could be a picture of the coloured hat in your PowerPoint presentation, or a coloured piece of paper that sits in the middle of the table.   To Find Out More… To improve the quality of your thinking, check out some of Edward de Bono’s other books: The Six Thinking Hats De Bono’s Thinking Course Teach Your Child to Think How to Have a Beautiful Mind Serious creativity : using the power of lateral thinking to create new ideas New thinking for the new millennium Six Action Shoes Simplicity Teach Yourself to Think   First published in the July 2006 HerBusiness magazine.   Contact us if you would like assistance with a tough complex issue in your business - we are always happy to help. Management and Leadership Links The role of Manager Managing vs. Leading: is there a difference? 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