Method · Decisions

Six Thinking Hats: how to run it

The group looks at one question from six angles in turn — facts, feelings, risks, benefits, new ideas and process — so everyone thinks the same way at the same time instead of arguing.

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When it helps

Use it for a decision where people keep talking past each other — the optimists against the sceptics — or when you want to make sure risks and feelings are heard, not just facts.

When to use something else

Skip it for small decisions; going through six angles takes time. Groups that dislike structured exercises may find it artificial unless someone explains why it helps.

How to run it, step by step

  1. Blue — how we will think5 min
    • Agree the question and the order of the hats.
  2. White — facts8 min
    • What do we know, what do we need to find out? No opinions.
  3. Red — feelings5 min
    • Gut reactions, in a sentence each, without justifying them.
  4. Black — risks10 min
    • What could go wrong, and why might this not work?
  5. Yellow — benefits8 min
    • What is good about it, and who gains?
  6. Green — new ideas10 min
    • Alternatives, improvements, other ways to do it.
  7. Blue — decide6 min
    • Summarise and decide the next step.

What comes out — an example

Made up, to show the shape.

Question. Should we open a second office in Austin?

White. 40% of new customers are in Texas; rent quotes in hand.

Black. Splitting a team of 25 across two places; harder to keep one culture.

Green. Try a shared co-working space with five people for six months first.

Decision. Six-month trial; review in June (Raj).

Where it comes from

Edward de Bono described the method in his 1985 book Six Thinking Hats.

Questions

What are the six thinking hats?

White (facts), red (feelings), black (caution and risks), yellow (benefits), green (creativity and alternatives) and blue (managing the thinking process).

Who created Six Thinking Hats?

Edward de Bono, in his 1985 book of the same name.

Do you have to use all six hats?

No — many groups use only the hats a question needs, such as black and yellow for a quick check of a plan.

Other methods

Dot votingEverybody gets a few votes — dots — to put on the options they like best, so a group can see its priorities in minutes instead of debating every item.RACIA grid that says, for each task or decision, who does the work (Responsible), who answers for it (Accountable), who is asked first (Consulted) and who is told after (Informed).DACIA way to make a group decision clear before discussing it: one Driver runs the process, one Approver makes the call, Contributors give input, and the Informed are told the result.RAPID decision rolesAssign five roles for an important decision — who Recommends, who must Agree, who will Perform it, who gives Input, and the one person who Decides — so it gets made and carried out.Six-page memo meetingInstead of slides, someone writes a narrative memo of up to six pages; the meeting starts with everyone reading it in silence, then discusses it.Consent decision-makingA decision goes ahead unless someone has a reasoned objection — not “is this the best idea?” but “is it good enough for now and safe enough to try?”

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