How do you facilitate a six thinking hats session with your team?

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The six thinking hats is a powerful tool for creative problem solving, decision making, and collaboration. It helps you and your team explore different perspectives, generate ideas, evaluate options, and reach consensus. But how do you facilitate a six thinking hats session with your team effectively? Here are some tips to make the most of this technique.

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1 Choose a topic and a goal

Before you start, you need to have a clear topic and a goal for your session. What is the problem or challenge you want to address? What is the outcome you want to achieve? Write down your topic and goal in a simple and concise way, and share it with your team. Make sure everyone understands and agrees on the scope and purpose of the session.

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Ricardo Chang

| Strategic Business Manager | BDM | Sales & Commercial | B2B & B2C | Disruptive Innovator | Mentor
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??Identifica el propósito de la sesión: Antes de elegir un tema, es importante tener claro el propósito de la sesión y qué se espera lograr. ??Considera los desafíos y oportunidades actuales: Piensa en los desafíos y oportunidades que enfrenta actualmente el grupo o la organización. Selecciona un tema que sea relevante. ??Involucra a los participantes: Pregunta a los participantes qué temas les interesan o qué temas creen que son importantes para abordar. ??Considera el alcance del tema: El tema debe ser específico como para ser manejable durante la sesión y para generar discusiones interesantes y significativas. ??Prepara el material de apoyo: Prepárate con material de apoyo (datos, estadísticas y ejemplos relevantes).

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Stefano M. Sinicropi, MD

President/CEO @ Midwest Spine & Brain Institute | Founder HyperCharge Performance, Longevity and Recovery Clinics | Wellness at the Speed of Light Podcast Host | Recharging the Human Battery Radio Show Host | Speaker
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Before initiating, identify a specific topic and a clear objective. Articulate the issue or challenge you aim to tackle and define the desired outcome. Concisely record this information and communicate it with your team to ensure mutual understanding and agreement on the session's scope and aim. This clarity sets the foundation for focused collaboration and effective problem-solving, aligning everyone's efforts towards a common goal.

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Carl E.
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Facilitating Six Thinking Hats with your team? While writing down a goal and topic is useful. What has been more helpful is framing the same in the form of a question. This approach is similar to how researchers in their PhDs frame their research question.

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2 Assign roles and hats

When assigning roles and hats to your team members, you should consider the facilitator and participants. The facilitator is responsible for setting time limits, asking questions, and ensuring everyone follows the rules. Participants are the ones who wear the hats and contribute their thoughts and opinions. The hats include white (facts, data, and information), red (feelings, emotions, and intuition), black (risks, drawbacks, and problems), yellow (benefits, opportunities, and positives), green (creativity, alternatives, and solutions), and blue (process, overview, and control). The wearer of each hat focuses on different aspects of the topic. For instance, the wearer of the white hat focuses on what is known or needed while the wearer of the red hat expresses how they feel about it. Additionally, the blue hat wearer monitors the session and defines next steps.

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Carl E.
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Facilitating Six Thinking Hats? This can be done in two ways: #1 Everyone wears the same thinking hat in each round - Think can help individuals explore perspectives which they previously have not thought of #2 Different person(s) wears different thinking hat in each round - This can be assigned based on the strengths of the team

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Ricardo Chang

| Strategic Business Manager | BDM | Sales & Commercial | B2B & B2C | Disruptive Innovator | Mentor
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Para aplicar la metodología de los 6 sombreros, se recomienda seguir los siguientes pasos: ??Ponerse el sombrero azul para plantear la visión global de la idea, situación o problema. ??Elegir el orden en el que se utilizarán los sombreros. ??Ponerse los sombreros en ese orden durante un tiempo determinado (aproximadamente 3 minutos por sombrero). ??Finalizar con el sombrero azul para volver a plantear la visión global.

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3 Follow a sequence and a time limit

Once you have assigned the roles and hats, you need to follow a sequence and a time limit for each hat. You can use Edward de Bono's suggested sequence or create your own based on the topic and goal. Generally, the sequence should start with the blue hat to set the agenda, objectives, and rules of the session (5 minutes). Then move on to the white hat to gather facts, data, and information (10 minutes). Followed by the green hat to brainstorm ideas, alternatives, and solutions (15 minutes). Switch to the yellow hat for evaluating and appreciating positive aspects (10 minutes). Put on the black hat for assessing and critiquing negative aspects (10 minutes). Wear the red hat to express feelings, emotions, and intuition (5 minutes). Finally, end with the blue hat to review and conclude the session (5 minutes).

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Ricardo Chang

| Strategic Business Manager | BDM | Sales & Commercial | B2B & B2C | Disruptive Innovator | Mentor
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El sombrero azul se utiliza para plantear la visión global de la idea, situación o problema, y se utiliza al finalizar el proceso para volver a plantear la visión global. El orden en el que se utilizan los sombreros se elige previamente y se utilizan durante 3 minutos aproximadamente cada uno. El método permite explorar diversas perspectivas y mejorar las habilidades de pensamiento, nutriendo la salud mental y emocional.

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Donald Butler

Director of Customer Success | Account Services | Customer Onboarding Champion | SaaS -IaaS Expertise | HealthTech Implementation-Adaptation | Proactive Leadership with Innovations Focus | Driving Revenue-Retention
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?? Six Thinking Hats for Effective Brainstorming Each “hat” represents a specific thinking style. Define the Problem: Clearly articulate the issue or situation your team will address. Ensure everyone agrees on the problem statement. Assign Hats: Assign each participant a specific thinking hat. ?? Blue Hat: The big picture and process control. ?? White Hat: Facts and information. ?? Red Hat: Feelings and emotions. ?? Black Hat: Critical judgment for identifying risks. ?? Yellow Hat: Positive thinking for exploring benefits. ?? Green Hat: Creative and innovative ideas Improved Collaboration: The structured framework ensures everyone contributes without conflicts. #DecisionMaking #Brainstorming #TeamCollaboration #SixThinkingHats

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4 Encourage participation and respect

During the session, you need to encourage participation and respect among your team members. As the facilitator, you should ask open-ended questions, invite feedback, and acknowledge contributions. As a participant, you should listen actively, share your views, and support your arguments with evidence. You should also respect the rules of the session, such as wearing only one hat at a time, sticking to the time limit, and avoiding personal attacks or judgments.

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Ricardo Chang

| Strategic Business Manager | BDM | Sales & Commercial | B2B & B2C | Disruptive Innovator | Mentor
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El método de los 6 sombreros, se utiliza para separar todos los elementos que componen el proceso de toma de decisiones y cada sombrero representa una dirección o modo de pensar. Al ponerse un sombrero, todos los participantes se ponen a pensar en la misma dirección y trabajan en todas las direcciones. El método se diferencia de la argumentación clásica, en la que una persona lanza un argumento y la otra contra argumenta, y utiliza el pensamiento constructivo y paralelo.

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5 Follow up and take action

After the session, you need to follow up and take action based on the results. As the facilitator, you should document and share the key findings, insights, and decisions of the session with your team and other stakeholders. You should also assign tasks, deadlines, and responsibilities to your team members, and monitor their progress and performance. As a participant, you should commit to your role, complete your tasks, and communicate your results and challenges.

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Ricardo Chang

| Strategic Business Manager | BDM | Sales & Commercial | B2B & B2C | Disruptive Innovator | Mentor
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Después de analizar los resultados, selecciona las ideas más prometedoras o las soluciones más viables que surgieron durante el proceso de los 6 sombreros. Estas ideas pueden ser aquellas que recibieron mayor consenso o que presentaron un enfoque innovador y creativo. Una vez identificadas las mejores ideas o soluciones, es importante planificar las acciones a seguir para implementarlas. Define un plan detallado que incluya los pasos a seguir, los responsables de cada tarea y los plazos. Realiza un seguimiento continuo de la implementación de las ideas o soluciones seleccionadas. Evalúa regularmente los resultados obtenidos y ajusta el plan de acción según sea necesario para garantizar el éxito de la implementación.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Ricardo Chang

| Strategic Business Manager | BDM | Sales & Commercial | B2B & B2C | Disruptive Innovator | Mentor
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Al utilizar los sombreros, es importante mantener una actitud constructiva y paralela, es decir, pensar en la misma dirección que el sombrero que se está utilizando en ese momento. De esta manera, se puede analizar el problema o situación desde diferentes perspectivas y tomar decisiones más objetivas y creativas

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How do you facilitate a six thinking hats session with your team?

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1 Choose a topic and a goal

2 Assign roles and hats

3 Follow a sequence and a time limit

4 Encourage participation and respect

5 Follow up and take action

6 Here’s what else to consider

Lateral Thinking

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