The Power of the Six Thinking Hats?: A Balanced Approach to Critical Thinking

During my pre-university course, I took a Critical Thinking class. I sound like I wanted to take it. No, it was made compulsory. My pre-university courses were structured. To be honest, I didn’t excel in it—I survived. The course aimed to teach critical thinking, but the expectation for textbook answers was high. I’ve always struggled with using the right technical terminology, often opting for one-word answers. Well, bless me. At least I haven’t forgotten what I learned. That’s what matters in learning, I guess.

After many revelations about how my brain works, I was introduced to the Six Thinking Hats?—an interesting thinking process that I tried applying in my project meetings throughout my university journey. They say, put what you learn into practice. I am practical; any theory I learn, I have to test its practicality. Almost all the meetings and projects that I have led, I applied these thinking skills, at least in my thought process. That’s how my brain works anyway: empty slate, vomit the ideas, identify pros and cons, and then find a solution. Then bring myself to the ground. Hahaha.

The Six Thinking Hats?

In professional settings, I’ve noticed that we all bring a certain "hat" mindset to the table. One person might be in the "Red Hat" mode, another in the "Black Hat," and yet another might be exceedingly optimistic with the "Yellow Hat." However, simply wearing the hat isn’t what matters—it’s how we use these hats that counts.

The Six Thinking Hats? method, developed by Edward de Bono, is a powerful tool for group discussions and individual thinking. It encourages parallel thinking, where all participants wear the same hat (mode of thinking) simultaneously, leading to more productive and organized discussions. Here’s a breakdown:

1. White Hat (Information)

2. Yellow Hat (Optimism)

3. Black Hat (Risk)

4. Red Hat (Emotions)

5. Green Hat (Creativity)

6. Blue Hat (Control)

Practical Applications

Using these hats systematically can help individuals and groups tackle problems more effectively, ensuring a balanced and comprehensive approach to decision-making and problem-solving.

Some people who wear the Yellow Hat may refuse to acknowledge risks, focusing solely on getting things done. In practice, others may wear the Red Hat all day, dominating meetings with emotional perspectives and never allowing space for Green Hat creativity. Meanwhile, some might overuse the Black Hat, concentrating on risks and problems, which can cause projects to stall. If we remain stuck in the Red or Black Hat modes, we miss out on finding solutions. Solving a problem requires knowing the next steps, not merely proving the problem. Instead, we need to focus on de-risking.

Problem definition is crucial, but solving the problem involves moving beyond just identifying issues to exploring potential solutions. It’s essential to transition from the Red Hat to the Green Hat to generate ideas and opportunities. Don’t shut off potential solutions and innovations too early in the process. Balance is required in any thought process—consider both the upside and the downside of a situation to ensure a well-rounded approach.

Conclusion

I find the Six Thinking Hats? a useful tool for balanced thought processes and discussions. A structured and comprehensive approach to critical thinking is not only beneficial but also worth everyone’s time. By wearing and switching hats systematically, we can foster more productive, creative, and solution-oriented meetings. Just my humble refection. ??

Using this method in your meetings and projects can lead to more effective problem-solving and decision-making. Embrace the hats, but more importantly, learn to use them wisely.

What do you think? Have you heard about it? How do you think this could help?

?? For proper training and information on the Six Thinking Hats?, visit the (https://www.debonogroup.com/ ).