What are the benefits and drawbacks of the six thinking hats method?

The 6 Thinking Hats technique, developed by Edward de Bono, is a structured method for group discussion and individual thinking. It involves six metaphorical hats, each representing a different type of thinking. Each hat has a different color to help you remember the type of thinking involved. Participants switch hats to explore different perspectives, leading to more comprehensive decision-making and problem-solving.

Individual problem solving and group problem solving using the Six Hats method differ in several ways. In individual problem solving, one person wears all six hats and considers different perspectives on their own. They can move between hats at their own pace, without the need for consensus or input from others. In contrast, group problem solving involves multiple individuals, each wearing a different hat, and working together to solve the problem.

From my experience, this method can help a lot with broadening the participants' horizons and thinking about the ideas at hand in different ways. The value lies in the strongest proponent of an idea also having to think about it from a negative - black hat - perspective. It lies in everyone becoming aware of their emotions towards the idea and how they might bias their seemingly rational assessment. Hence, I believe this method to be most effective if everyone gets to wear every hat, instead of assigning people hats, thus limiting them to one perspective.

Advantages are always gained from looking at challenges from various perspectives, of course. One of the main benefits is understanding your own source of strength and the style of thinking that you are suited for, so that you can round out your analysis by leveraging others who have differing ways of thinking.

In my experience participants are encouraged to think outside the box and come up with new and innovative ideas. The method provides a clear structure and process for group discussions and decision making, which can help to keep the conversation focused and productive.

I prefer using the Ned Hermmann approach, a neuroscience technique that explores diversity of thinking from 4 different quadrants of the brain. In a workshop, it allows leaders to determine their own dominant way of thinking and contrast it to other team members, which is very helpful when it comes to setting up a team and ensuring it has people who have complimentary skills and are comfortable working with data, focus on process and deadlines, ensure strong team dynamics and see the big picture - usually takes several different types of thinkers to accomplish this.

The method may not be effective for all types of problems or discussions, particularly those that require a more specialized or technical approach.

In addition to brainstorming, I use brainswarming in workshops with leaders (a wordless exercise that enables time and space for the introvert's ideas to come forth). It's more efficient and inclusive. You can leverage this technique with sticky notes in person or sticky note apps virtually. Take a central challenge you are addressing and put it at the top of a white board and encourage leaders to share ideas on sticky notes (or virtual sticky notes), rather than relying on verbal input, which favors the extrovert and can allow more dominant leaders' ideas to sway others.