 | |
| Author | Edward de Bono |
|---|---|
| Subject | Psychology |
| Genre | Self-help |
| Publisher | Little, Brown and Company [1] |
Publication date | 1985 [1] |
| Pages | 207 |
| ISBN | 0-316-17791-1 |
| Preceded by | Masterthinker's Handbook (1985) |
| Followed by | I Am Right, You Are Wrong (1991) |
Six Thinking Hats was written by Dr. Edward de Bono. "Six Thinking Hats" and the associated idea parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively. [2]
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 ]
A compelling example presented is sensitivity to "mismatch" stimuli. This is presented as a valuable survival instinct because, in the natural world, the thing that is out of the ordinary may well be dangerous. This mode is identified as the root of negative judgement and critical thinking.
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.
Similarly, "The Five Stages of Thinking" method—a set of tools corresponding to all six thinking hats—first appears in his CoRT Thinking Programme in 1973: [4]
| HAT | OVERVIEW | TECHNIQUE |
| BLUE | "The Big Picture" & Managing | CAF (Consider All Factors); FIP (First Important Priorities) |
| WHITE | "Facts & Information" | Information |
| RED | "Feelings & Emotions" | Emotions and Ego |
| BLACK | "Negative" | PMI (Plus, Minus, Interesting); Evaluation |
| YELLOW | "Positive" | PMI |
| GREEN | "New Ideas" | Concept Challenge; Yes, No, Po |
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.
Sequences always begin and end with a blue hat; the group agrees together how they will think, then they do the thinking, then they evaluate the outcomes of that thinking and what they should do next. Sequences (and indeed hats) may be used by individuals working alone or in groups. Example programs are shown below, each hat is typically used for approximately 2 minutes at a time—although at the start of a process an extended white hat session is common to get everyone onto the same page, and the red hat is recommended to be used for a very short period to get a visceral gut reaction—about 30 seconds, and in practice often takes the form of dot-voting. [5]
| ACTIVITY | HAT SEQUENCE |
| Initial Ideas | Blue, White, Green, Blue |
| Choosing between alternatives | Blue, White, (Green), Yellow, Black, Red, Blue |
| Identifying Solutions | Blue, White, Black, Green, Blue |
| Quick Feedback | Blue, Black, Green, Blue |
| Strategic Planning | Blue, Yellow, Black, White, Blue, Green, Blue |
| Process Improvement | Blue, White, White (Other People's Views), Yellow, Black, Green, Red, Blue |
| Solving Problems | Blue, White, Green, Red, Yellow, Black, Green, Blue |
| Performance Review | Blue, Red, White, Yellow, Black, Green, Blue |
 | This article needs additional citations for verification .(August 2015) |
Typically, a project will begin with an extended white hat action, as facts are assembled. 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 judgement. This pace may have a positive impact on the thinking process.
De Bono believed [6] 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 explore the problem, then develop a set of solutions, and to finally choose a solution through critical examination of the solution set.
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). The hats aid individuals in addressing problems from a variety of angles, and focus individuals on deficiencies in the way that they approach problem solving. [7]
In 2005, the tool found some use in the United Kingdom innovation sector, where it was offered by some facilitation companies and had been trialled within the United Kingdom's civil service. [8]
A teaching method is a set of principles and methods used by teachers to enable student learning. These strategies are determined partly on subject matter to be taught and partly by the nature of the learner. For a particular teaching method to be appropriate and efficient it has take into account the learner, the nature of the subject matter, and the type of learning it is supposed to bring about.
Lateral thinking is a manner of solving problems using an indirect and creative approach via reasoning that is not immediately obvious. It involves ideas that may not be obtainable using only traditional step-by-step logic. The term was first used in 1967 by Maltese psychologist Edward de Bono in his book The Use of Lateral Thinking. De Bono cites the Judgment of Solomon as an example of lateral thinking, where King Solomon resolves a dispute over the parentage of a child by calling for the child to be cut in half, and making his judgment according to the reactions that this order receives. Edward de Bono also links lateral thinking with humour, arguing it entails a switch-over from a familiar pattern to a new, unexpected one. It is this moment of surprise, generating laughter and new insight, which facilitates the ability to see a different thought pattern which initially was not obvious. According to de Bono, lateral thinking deliberately distances itself from the standard perception of creativity as "vertical" logic, the classic method for problem solving.
Creative problem-solving (CPS) is the mental process of searching for an original and previously unknown solution to a problem. To qualify, the solution must be novel and reached independently. The creative problem-solving process was originally developed by Alex Osborn and Sid Parnes. Creative problem solving (CPS) is a way of using creativity to develop new ideas and solutions to problems. The process is based on separating divergent and convergent thinking styles, so that one can focus their mind on creating at the first stage, and then evaluating at the second stage.
Edward Charles Francis Publius de Bono was a Maltese physician, psychologist, author, inventor and broadcaster. He originated the term lateral thinking, wrote many books on thinking including Six Thinking Hats, and was a proponent of the teaching of thinking as a subject in schools.
Brainstorming is a group creativity technique by which efforts are made to find a conclusion for a specific problem by gathering a list of ideas spontaneously contributed by its members.
Ideation is the creative process of generating, developing, and communicating new ideas, where an idea is understood as a basic element of thought that can be either visual, concrete, or abstract. Ideation comprises all stages of a thought cycle, from innovation, to development, to actualization. Ideation can be conducted by individuals, organizations, or crowds. As such, it is an essential part of the design process, both in education and practice.
Creativity techniques are methods that encourage creative actions, whether in the arts or sciences. They focus on a variety of aspects of creativity, including techniques for idea generation and divergent thinking, methods of re-framing problems, changes in the affective environment and so on. They can be used as part of problem solving, artistic expression, or therapy.
Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks to complex issues in business and technical fields. The former is an example of simple problem solving (SPS) addressing one issue, whereas the latter is complex problem solving (CPS) with multiple interrelated obstacles. Another classification of problem-solving tasks is into well-defined problems with specific obstacles and goals, and ill-defined problems in which the current situation is troublesome but it is not clear what kind of resolution to aim for. Similarly, one may distinguish formal or fact-based problems requiring psychometric intelligence, versus socio-emotional problems which depend on the changeable emotions of individuals or groups, such as tactful behavior, fashion, or gift choices.
Vertical thinking is a type of approach to problems that usually involves one being selective, analytical, and sequential. It could be said that it is the opposite of lateral thinking. Unlike lateral thinking that involves using added intuition, risk taking, and imagination through unconscious and subconscious processes, vertical thinking consists of using more of a conscious approach via rational assessment in order to take in information or make decisions. This type of thinking encourages individuals to employ a sequential approach to solving problem where a creative and multidirectional response are seen as imprudent. Vertical thinkers prefer to rely on external data and facts in order avoid failure or counterfactual thinking.
Thinking outside the box is a metaphor that means to think differently, unconventionally, or from a new perspective. The phrase also often refers to novel or creative thinking.
Design thinking refers to the set of cognitive, strategic and practical procedures used by designers in the process of designing, and to the body of knowledge that has been developed about how people reason when engaging with design problems.
The following outline is provided as an overview of and topical guide to thought (thinking):
Divergent thinking is a thought process or method used to generate creative ideas by exploring many possible solutions. It typically occurs in a spontaneous, free-flowing, "non-linear" manner, such that many ideas are generated in an emergent cognitive fashion. Many possible solutions are explored in a short amount of time, and unexpected connections are drawn. Following divergent thinking, ideas and information are organized and structured using convergent thinking, which follows a particular set of logical steps to arrive at one solution, which in some cases is a "correct" solution.
The Herrmann Brain Dominance Instrument (HBDI) is a system to measure and describe thinking preferences in people, developed by William "Ned" Herrmann while leading management education at General Electric's Crotonville facility. It is a type of cognitive style measurement and model, and is often compared to psychological assessments such as the Myers-Briggs Type Indicator, Learning Orientation Questionnaire, DISC assessment, and others.
Parallel thinking is a term coined by Edward de Bono. Parallel thinking is described as a constructive alternative to: "adversarial thinking"; debate; and the approaches exemplified by Socrates, Plato, and Aristotle. In general parallel thinking is a further development of the well known lateral thinking processes, focusing even more on explorations—looking for what can be rather than for what is.
Lateral computing is a lateral thinking approach to solving computing problems. Lateral thinking has been made popular by Edward de Bono. This thinking technique is applied to generate creative ideas and solve problems. Similarly, by applying lateral-computing techniques to a problem, it can become much easier to arrive at a computationally inexpensive, easy to implement, efficient, innovative or unconventional solution.
6-3-5 Brainwriting is a group-structured brainstorming technique aimed at aiding innovation processes by stimulating creativity developed by Bernd Rohrbach who originally published it in a German sales magazine, the Absatzwirtschaft, in 1968.
Coloured hats or color-coded hats are used in psychology, religions, societies, workplaces, and learning environments, both literally and figuratively. Examples of this can be found on construction sites, in classrooms, and in the Catholic Church. It is also a present theme throughout history.
For human communication, LogoVisual thinking is a practical methodology and tool that helps people think.
The Disney Method, developed by Robert Dilts in 1994, is a complex creativity strategy in which a group uses four specific thinking styles in turn.
