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TECHNIQUE :'9

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Six Thinking Hats

Evaluate your solution ideas in six different ways.

ix Thinking Hats leverage. different points of view to help your team evaluate its best ideas. The approach works especially wen with controversial ideas, such as innovative new business models, because it makes time for objectivity and subjectivity, as well as for evaluating the pros and cons of the proposed solution. Although you can use Six Thinking Hats to generate ideas, it works equally well after you've narrowed down the list of ideas to a couple of viable options. It can be tricky to keep the group on track, so you may consider additional training in this technique, or bringing in an experienced facilitator.

Background
Six Thinking Hats is a lateral thinking exercise created by Edward deBono in the 19805. During the exercise, team members wear (role-play) a metaphorical hat that represents a mode of thlnking (Exhibit 29.1): 1.Black is judgmental, Warning of difficulties, dangers, and pitfalls. 2.Yellow remains optimistic, probing for the positive value and benefits of the idea. 3.White calls for infonnation known or needed, is emotionally neutral, and seeks the facts.
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4.Red articulates emotion, feelings, and hunches, without explanation or judgment.

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5.Green encourages creative thinking:, focusing on new ideas, Possibilities, and alternatives.

6.Blue represents process-based thinking, and is worn by the facilitator at all times.
Thus, if everyone on the team is Wearing the white hat; all comments and suggestions must be factual or based on data. During this time. no emotional (red hat).judgmental (black bat), optimistic (yellow hat), or outlandish (green hat) thoughts are allowed,

Although Six Thinking Hats can a lot of fun, it's also be empOwering bec.1useit m akes use of every mem ber'sintelligence and experience, and encour team ages constructive criticism. As a result the team's performance and are results strengthened.

steps
Scenario:GreenJeans Software sells computer programs to track household income and expenses. The company is looking to grow its market share, and wants to explore the feasibiIityof offering its service via the Internet. While most team members are in favor of this idea, they need to convince upper management that the servics can be offered securely, and that it can be reliably suPPOrted with minimal restructuring.
1. Assign Foctlitator and stabrrsh E Ground RUles
During Six Thinking Hats, the blue hat is worn by the facilitator,' This person's role is to remain neutral and guide participants through the exereise. Before beginning, the facilitator should explain any ground rules, including the follOwing: Reason for the meeting, which includes a recap of the JTBD (see Jobs To Be Done, Technique 1), and the key idea(s) the team will evaluate USing Six Thinking Hats.

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D IS C O V E R T H E ID E A S

Perspective of each thinking hat. Order-in which the hats will be worn. Note that the order depends on the topic you're discussing, as well as participant familiarity with the topic and each other. For our example, the GreenJeans Software team will wear the hats in order of: White, Yellow, Black, Green, Red, and Blue. Time allotted to wear each hat. Typically 1 to 5 minutes per hat works wellexcept for the red hat, which should be limited to one minute or less.

Regardless of the sequence of hats, the facilitator must keep the team moving.
Remember, the point is to view the idea from all six perspectives and not to remain fixated on anyone point of view.

2. Assign a SCribe

Ask someone who will not participate in the exercise to take notes. Since the exercise is entirely verbal, this role is important for documenting the group's discussion and the outcome. Alternatively, you could provide a pad of sticky notes to each participant, and ask them to post their comments on a flip chart or white board as the exercise proceeds.
3. Assume the White Hat

Everyone puts on the first hat, depending on the order you've chosen. In ourexample, the team assumes the white hat, which represents objectivity. Participants must stick to factual information, including making notes of any additional information needed to evaluate the proposed idea. Key questions for the group to consider include: Why do we think this idea will fulfill the JTBD? What data do we have in support of the idea? What information do we need before we can move forward? During the White Hat discussion, the GreenJeans team reviews the proposed. specifications for the new online service, and the recommended modifications to the company's existing infrastructure.

SiX Thinking Hats When wearing the white hat, don't get sidetracked with fact-checking or argu ments about whether something is true-validity can be confirmed later.

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4. Assume the Yellow Hat Moving on to the yellow hat, the team explores the positive aspects of the idea. In addition to articulating the value of the proposed solution, yellow hat thinking can result in a refined vision that takes the idea in a new direction. Key questions include: What are the benefits of this idea?
Why do we like this idea?

What's the best possible scenario that could result from implementing this idea? For example, an online service for tracking household expenses could lead GreenJeans Software to abandon its packaged programs, drastically reducing manufacturing and distribution costs. It could also be a differentiator from the competition if the service remains on the cutting edge of web-based technology.

The SixThinking Hats are about modes of behavior, categories people. not of

5. Assume the Black Hat Next, participants wear the black hat to uncover risks and adverse outcomes that could result from implementing the idea. Caution, logic. and critical thinking are the keys to making the black hat session effective. A few critical questions include: What's the downside to this idea? What are the idea's weaknesses? What could go wrong if we implement this idea?

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D IS C O V E R T H E ID E A S

115 Six Thinking Hots In our example, the Green Jeans team discusses security and cost eoneerns while wearing the black hat. Since these concerns are also held by management, If dual purpose discussion is controversial, fur the thered hat to get the discussion serves athe topic: of by preparing everyonestart w ithobjections they everyone's emotions out inm eopen. In fact, until this happens, you may not the focus get will face when presenting the solution to management.
you desire on other points of view.

Beware of 8. Assume the Blue Hat is flag potential failure points, not to overusing black hat. The goal to the generate alternative ideas or abandon the proposed solution altogether.

At the end of the exercise, everyone dons the blue hat to outline next steps, assignments. and the like.

6. Assume the Green Hat

The team puts on the green hat, which represents creativity and forward Resource thinking. Since the green hat follows the yellow and black hats, questions to de Bono, 1 ask the team include: E. S~ Thinking Hats. Boston, MA: Little, Brown. 1999,

1 How can we improve on the idea?

How can we make the idea more practical or appealing? How do we package the idea?
During the green hat discussion, the GreenJeans team suggests ways to overcome security concerns about the online service and how to differentiate the service from the competition. If you're using Six Thinking Hats to generatenew ideas, instead of evaluating a few key ideas,startwith the green hat.

7. Assume the Red Hat

The red hat gives everyone the opportunity to express opinions in a nonjudgmental forum. While wearing the red hat, participants don't have to justify or prove their statements; it's the time to be subjective. "How do you feel?" is the key question. Alternatively, you can use the red hat discussion to vote on any idea variations that came up during the green hat session.

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