I am able to hone in on the language that is being spoken during meetings now and can quickly redirect… We are starting to see signs of life from our management team [with] holding people accountable. I would like to see [the Six Thinking Hats] training conducted for our next level management sometime in
Objective, neutral thinking related to facts, numbers, information. Red Hat Emotional, includes feelings, suspicions and intuitions. Black Hat Negative, critic, 6 thinking hats for risks elements and things that could represent a problem.
Yellow Hat Positive and optimistic, seeks the good elements. Green Hat Creative, seeks alternative. Blue Hat Facilitator's hat, Thinking about thinking meta-thinking. Having chairs in a circle is a good solution that allows all the people to see the rest of the group.
Introduce briefly the issue that will be discussed during the meeting. It's enough to say which is the issue without giving too many details since they will be discussed later on.
Explain the technique of the Thinking Hats, giving details on the meaning of all the hats and stressing the importance of giving answers from every single possible perspective. Start the exercise always from the white hat and conclude with the blue one, all the hats can be used more then one time per section if considered useful.
For every hat these are the instructions that the participants should follow: Present the facts of the case and the data available, analyzing the information you have. Generate ideas and think of various alternatives to handle the issue.
Consider all the positive aspects related to the issue and eventually to the ideas generated, concentrating on the benefits they can produce. Consider all the negative aspects related to the issue and eventually to the ideas generated and their drawbacks.
Use intuition, emotions and gut reaction and try to think about the way other people could react emotionally. Use this hat to take a meta-perspective and to take the control on the way the meeting develops. At the end of the session use this hat to debrief, summarize and adjourn the meeting.
Practical Tips Provide one hat of each color and put it in the middle of the group during the correspondent phase of the discussion.
This can avoid the confusion on which is the perspective everyone are using in each moment. There is no need to ask the participant to physically wear the hat.
To ensure that participants are not avoiding to give an opinion on one of the various perspectives that they might not feel comfortable with, you can ask them to write down a few bullet points for each hat and physically put them inside the hat, so that they can be available during the discussion.Six Thinking Hats Edward de Bono came up with the idea of the six thinking hats in order to help people to control their thinking and improve their decision-making (either individually or as a group).
The 6 Thinking Hats Approach Conceived by Edward de Bono in his book, “ Six Thinking Hats,” the concept is about looking at a decision from different perspectives. In this approach, each perspective is assigned a different colored hat.
Using Six Thinking Hats®, you and your team will learn how to: look at problems, decisions, and opportunities systematically use Parallel Thinking™ as a group or team to .
Six Thinking Hats for Safety. 19 March, Steven Shorrock 4 Comments. and in particular his little book on Six Thinking Hats®. The approach employs parallel thinking, and encourages everyone to think from the same perspective at a particular moment in a workshop.
It struck me that the hats provide a way to think different about safety.
Using the Six Thinking Hats in this manner is a misconception by those who did not have the proper training in the methodology.
The Six Thinking Hats process does not classify or place each person into a hat but rather puts each hat on every person. Use: You can read about De Bono’s 6 Thinking Hats on Wikipedia where it is described as “a thinking tool for group discussion and individual thinking.