# Six Thinking Hats

> Look at a decision from six angles, one at a time, as a group.

Chapter II, Decision making · 2.01 · Origin: Edward de Bono (1985) · Time: 20 to 45 min · Solo or group

**Use it when** a discussion is stuck between the optimists and the sceptics.

Interactive workspace: https://kogu.tools/tools/six-thinking-hats

## Abstract

In most meetings people argue past each other because one person is raising risks while another is pitching ideas. Six Thinking Hats has everyone look at the same kind of thing at the same time. While the group wears the black hat, everyone hunts for risks, including the people who proposed the idea.

Each hat is one mode of thinking. White is for facts, red for gut feeling, black for risks, yellow for benefits and green for new ideas. Blue runs the session: it sets the order of hats and draws the conclusion at the end.

## Method

1. **Open with blue.** State the decision in one sentence and agree on the order of hats. Whoever holds the blue hat chairs the session.
2. **White: the facts.** List what you know and what you'd need to find out. Opinions wait.
3. **Green: options.** Suggest alternatives freely and don't judge them yet.
4. **Yellow: the case for.** For each serious option, look for what's good about it and why it could work.
5. **Black: the case against.** Name the risks and weak spots, and the conditions under which each option would fail.
6. **Red: gut feeling.** Say quickly how you feel about each option. Nobody has to justify it.
7. **Close with blue.** Sum up what came out of it and decide, or agree on the next step.

## When to use it

- A meeting keeps falling into the same argument between optimists and sceptics.
- You're deciding on your own and suspect you're only looking at one side.
- Some people in the group rarely speak up and you want their view.

## Common pitfalls

- Letting people wear different hats at the same time. The point is that everyone looks in the same direction together.
- Using the black hat to kill ideas early. Risks get their turn once the options are on the table.
- Turning the red hat into a debate. People report how they feel and nobody argues with it.
- Spending so long on one hat that the rest get rushed. Use a timer.

## References

- de Bono, E. (1985). Six Thinking Hats. Little, Brown and Company.