Right decision tool: Six thinking hats

Very often, when key decisions are required, we sit down at the table and begin to discuss all the pros and cons, clever thoughts, positions, etc. In order for the discussion to be most productive, various tools based on human psychology are used. One such tool is Six Thinking Hats. For what it is intended and how to use it, read under the cut.

Quite a bit of history

The “Six Thinking Hats” method was first published in 1985, the author of which is Edward de Bono ( about this method on Wikipedia ).

The basis of the method

The method is based on the assumption that the human brain is able to think in several (not all at once) directions and that these directions can be set. The technique allows us to distance ourselves from the direction of thought we are used to in order to assess the situation more objectively and make a profitable decision.
The author of the method identified 5 areas that are tied to colors:

• White - information, collection of facts on the issue / issue
• Red - emotions, intuitive attitude to the problem / question
• Black - logic, weak spot detection
• Yellow - optimistic logic, detection of benefits
• Green - creative, developing custom solutions.

A separate segment is a blue hat. Blue - management, the direction of thoughts in the right direction.
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Use method

So how does all this help in choosing a solution?
The method, as I mentioned, allows to assess the situation / idea / problem from almost all points of view.
The solution is discussed in turn by all directions, as indicated above.
First, all available information is collected (white hat), an attempt is made to find / clarify all missing information, information on similar problems that were present in the past is taken into account.
After work with information is completed, we switch to a red hat: we connect emotions and intuition, we try to determine how interested people will relate to our question at the level of emotions, what emotions we experience ourselves.
Having finished working with emotions, we turn to negative thinking (black hat): we are trying to find something that may not work, all the “narrow” places, all the tips and flaws.
Realizing that the solution has many weak points, we turn to the yellow hat: we are looking for all the positive aspects, all the profit that this decision can bring to us, all the strengths.
Having identified all the strengths, we switch to a green hat: we are looking for non-standard solutions and solutions to the situation. Most likely, after discussing all the previous sides of the problem, there will be at least a couple of interesting solutions.
And of course, in this whole process, we don’t forget about the blue hat. Periodically, thoughts begin to move away from a given direction and must be returned to the chosen course.

Conclusion

My experience shows that this tool will be most effective if the number of participants is more than 2x. For a blue hat, it is advisable to select an individual who supports the discussion within the chosen color. Theoretically, you can use this technique in a team of one person.
When used properly, this tool is very effective and useful, especially if you have many seemingly equivalent options.
Good luck with your decision making!