Six Ways of Thinking as a Team
There are many different ways of thinking, and each of us is capable of thinking in different ways about a particular
matter. In groups, for example a Board of Directors, each person can look at an issue from several points of view, and each
of those points of view is valid. However, unproductive disagreements can occur between individuals who are thinking in
different ways (ie from a different perspective) about the same thing at the same time. It is not a matter of one being
'right' and the other one 'wrong'; they are simply communicating on 'different wavelengths' or 'talking different languages'.
Edward de Bono suggests that creativity and effective decision-making are more likely to come from a group of people who are
thinking in the same way at any particular point. He uses the imagery of 'wearing different hats', so for example the Chair
of the meeting might say "Let's consider this wearing our Red Hats". (Of course coloured hats are not needed if everyone
understands the concepts!)
De Bono's Six Thinking Hats can be adapted to different situations (see below), but his original six are:
1. White Hat. 'White Hat Thinking' focuses on the data, facts and information available.
2. Red Hat. Wearing a red hat invites people to think about their emotions, feelings and hunches about an issue.
3. Black Hat. Cautious thinking about the risks and possible negative outcomes.
4. Yellow Hat. Optimistic thinking about the best possible (realistic) results.
5. Green Hat. Creative thinking about what may 'grow' or develop, from one idea into another.
6. Blue Hat. Considering the process of thinking and control of the meeting (usually done only by the meeting's Chair).
I adapted this idea, creatively, when working as a consultant with a Board of Directors who needed some help in
team working and effective decision-making. The Directors had several responisbilities in relation to the company and I
identified that part of the problem was that they were looking at issues from different perspectives at the same time.
For example one director was thinking about the long-term interests of the company and another one about short-term
solutions, at the same time, which gave rise to conflict even though each argument was valid. I suggested that
Six Roles should be agreed so that directors could work together more effectively by thinking from the same perspective
at the same time.
In that case the Six Roles were as follows (though in different circumstances different roles/hats may be more appropriate).
1. Guardian of Values. The directors' role of protecting the core values and ethos of the business.
2. Spokesperson for Stakeholders, including shareholders and employees.
3. Employer. The responsibilities of the company as employer and relationship with employees.
4. Long-term Strategist. The long view of strategy and where the company was heading.
5. Short-term Tactician. The requirement to solve immediate problems.
6. Colleague and Friend. Thinking about loyalties within the group and the mutual respect and trust needed to
work together well.
By clarifying in which 'mode' a person was thinking and speaking, and by encouraging others to think in the same way at that
time, the Board was able to avoid the conflict arising from 'talking at cross purposes' with each other and focus on matters
from each of the necessary perspectives at the same time, bringing about much more effective decision-making.
Note: This web page is not intended to provide comprehensive coverage of the subject, merely a brief introduction to provoke thought and to lead to a more in depth understanding and application of the topic, either through further reading - or from me as your management consultant, executive trainer or personal coach in a consultancy project, training course, workshop or seminar.
References and Further Reading
Edward de Bono. Six Thinking Hats. Little, Brown publishers. 1986
Edward de Bono. Serious Creativity. Harper Collins Business Books. 1992