Edward de Bono - six figures of thinking. Edward de Bono's "6 thinking hats" method: basic principles, examples Edward de Bono's thinking technique

Edward de Bono's book The Six Thinking Hats is a unique work by one of the brightest experts in the field of creativity. She talks about an effective method that both adults and children can use. The six hats refer to different ways of thinking: critical, optimistic and others. The essence of the method outlined in the book is to “try on” each of the hats and learn to think from different positions. In addition, practical recommendations are provided on the topic of when which thinking is effective and where it can be applied in order to emerge victorious from any intellectual battle.

This book quickly won an army of fans and was able to help millions of people learn to think in a new way: correctly, effectively and creatively.

About Edward de Bono

Edward de Bono is a well-known specialist in philosophy and has several doctoral degrees in medicine. He worked at the universities of Harvard, London, Cambridge and Oxford.

Edward de Bono gained the greatest fame after he was able to prove that creativity is one of the necessary characteristics in self-organizing information systems. In his 1969 work, The Working Principle of the Mind, he showed that the brain's neural networks have a shaping effect on the asymmetrical patterns that are the basis of perception. According to physics professor Murray Gell-Mann, this book has become decisive for decades in those areas of mathematics that are associated with the theory of chaos, nonlinear and self-organizing systems. De Bono's research provided the basis for the concept and tools.

Summary of the book “Six Thinking Hats”

The book consists of several introductory chapters, twenty-four chapters revealing the main theme, a final part and a block of notes. Next we will look at several basic principles of the Edward de Bono method.

Introduction

Blue hat

The sixth hat differs from the others in its purpose - it is needed not to work on content, but to manage the entire process of work and implementation of the plan. It is usually used at the very beginning of the method to determine upcoming actions, and then at the end to summarize and outline new goals.

Four Types of Hats Uses

The use of six hats is effective, as already mentioned, in the process of any mental work, in any area and at a variety of stages. For example, in the personal sphere, the method can help, evaluate something, find a way out of a difficult situation, and so on.

When used in groups, the technique can be considered as a variation. It can also be used for conflict resolution and, again, in planning or evaluation. Can also be used as part of a training program.

It would not be amiss to note that the Six Thinking Hats method is used in their work by such companies as DuPont, Pepsico, IBM, British Airways and others.

Four uses of the six hats:

• Put on your hat
• Take off your hat
• Change hat
• Denote thinking

Method rules

When used collectively, the Six Thinking Hats method is based on the presence of a moderator who manages the process and enforces discipline. The moderator is always present under a blue hat, taking notes and summarizing the findings.

The facilitator, starting the process, introduces all participants to the general principles of the method and indicates the problem required to be solved, for example: “Our competitors have offered us a partnership in the field... What to do?”

The process begins with all participants putting on the same hat together and looking at the situation appraisingly in turn, based on the angle that corresponds to a particular hat. The order in which the hats will be put on does not really matter, but you still need to follow some order.

You can, for example, try to do this:

Discussion of the topic begins with a white hat, because... all available information, numbers, conditions, data, etc. are collected. This information is then discussed in a negative way (black hat), and even if the situation has many advantages, disadvantages may still exist - they need to be found. After this, you need to find all the positive features (yellow hat).

Once the problem has been examined from every angle and the maximum amount of data has been collected for subsequent analysis, you need to put on the green hat. This will allow you to see new features beyond the existing proposals. It is important to enhance the positive aspects and weaken the negative ones. Each participant can put forward their own proposal.

Next, new ideas are subjected to another analysis - the black and yellow hats are put on again. But it is very important to provide participants with the opportunity to relax (red hat) from time to time. However, this should happen infrequently and not for long. Thus, by trying on all six hats, using different sequences, over time you will have a chance to find the most optimal sequence, which you will follow further.

At the conclusion of the parallel thinking group, the moderator should summarize and present the results to the participants. It is important that he keeps control of all the work and does not allow participants to wear several hats at the same time - this is the only way to ensure that ideas and thoughts do not get confused.

The Six Thinking Hats method can be applied in a slightly different way: each participant can wear a different hat during the process. But in such a situation, the hats should be distributed so that they do not fit the type of participants. For example, an optimist can wear a black hat, an avid critic can wear a yellow hat, an unemotional person can wear a red hat, an idea generator can wear a green hat, etc. This allows participants to reach their maximum potential.

Naturally, the “Six Thinking Hats” method can be used by one person to solve various problems and find answers to certain questions. Then the person himself changes hats, each time thinking from a new position.

Finally

You can learn more about how Edward de Bono’s technique is used, as well as study all its features without exception, by reading the wonderful book “Six Thinking Hats.” Be sure that after reading it, your personal productivity will increase as much as possible.

People's lives are permeated with communication: conversations, meetings, discussions, letters, telephone conversations. Even our thoughts often take the form of dialogue. When discussing this or that issue, trying to come to a certain decision, conclusion, opinion, we habitually present various arguments, defending our point of view, arguing, proving that we are right.

We often wonder: why do people understand each other so poorly? We talk about facts, and in response we hear an unreasonable outburst of emotions, or we are bombarded with a stream of arguments where, it seems, everything is already clear and there is nothing to talk about. As a result, time is wasted, relationships are damaged, important points in the discussion are missed, and the optimal decision is not made.

Is it possible to optimize and structure communication in a group, in a team, between individuals? Is it possible to communicate without “butting heads”, without arguing until you are hoarse in anticipation of the birth of truth, but to think in unison, consistently moving from one aspect of the problem under discussion to another?

Effective Thinking

Ability to think creatively, think outside the box, and use effectively thinking skill is the key to success in all areas of life, and one of the most important components of business. You can compete endlessly on price and quality, but these are the standard approaches available and used by your competitors. Only a company that is dynamic, flexible, ready to accept risks and uncertainties, and quickly respond to changing environmental conditions can survive and be successful in conditions of fierce competition, oversaturation and over-fragmentation of markets. Effective thinking is the key resource that is used when other options are exhausted or do not lead to the desired result.

And we are not talking about the development of some irrational mystical gift, special inspiration or insight. We are talking about making the most efficient use of the resources available to each employee of the company. thinking resources . And this can be learned. After all thinking is a skill , the tools for development and practical application of which are available to everyone. It is these tools that allow participants to fully use the capabilities of thinking that participants in exclusive training seminars master. Schools of effective thinking by Edward de Bono.

Method "CoRT" »
(a fragment dedicated to this method is taken from the blog www.kolesnik.ru)

Today I'm going to talk about CoRT, the first half of Edward de Bono's thinking course that I took in October at Oxford.
CoRT is de Bono's foundational thinking skills course. (Think about these words. The very idea that you can seriously teach someone to think seems absurd at first.) Who is Edward de Bono in a nutshell (see his biography below). I will only say that this is a man of incredible productivity, capable of writing such a book as Lateral thinking, on an airplane during a flight from one country to another.

They say it's separate subject of teaching thinking is not needed, because thinking is already part of the process of studying any subject. (It would be more honest to say a by-product of this process). However, in reality, with traditional teaching, only thinking of a certain type is in demand - analytical, critical, ordering. Other types of thinking, such as creative thinking, remain behind the scenes. (More on this in my post on education by Charles Handy). Besides, thinking is too often replaced by knowledge : Why think if you can just remember the correct answer?

Created by Edward de Bono in the mid-1970s and now included in thousands of educational institutions around the world, CoRT aims to fill these gaps in the traditional education system. Unlike studying the content of our thinking, which is the focus of ordinary courses, CoRT, like de Bono's subsequent courses, focuses on the thinking process itself . Edward emphasizes that intelligence (it is no coincidence that in Russian this word has the same root as skill), unlike natural mental abilities, can be developed. The power of the car is determined by the engine, but how it drives depends entirely on the driver. Similar intelligence is the potential of thinking, but you need to be able to use it . CoRT is designed to teach this skill.

One of the differences of the de Bono system is well expressed by the slogan train, not teach. Precisely because everyone can think, the teacher ceases to be an inaccessible bearer of knowledge that the student does not possess. His role is not to “broadcast”, but to train.
Last but not least, de Bono training helps develop self-respect, confidence in your ability to think and solve problems on your own. In our era of increasingly rapid and inconsistent changes, the importance of this factor cannot be overestimated.

The essence of the CoRT method– is that attention is consciously directed to various aspects of thinking . These aspects are crystallized into specific tools, which are then put into practice. As a result, the student develops appropriate thinking skills, and the tools fade into the background over time.

For example, an open-ended approach to evaluating an idea, looking at all aspects of it, is crystallized in a tool called PMI (Plus Minus Interesting). Using PMI, the student strives to see both the pros and cons, and the interesting aspects of the idea. Teaching an open approach in general (what is succinctly and untranslatably called open mind in English) is not easy. Making PMI is very easy.

All CoRT tools are related to one or another practical side of thinking. Most of them have short abbreviated names (PMI, CAF, AGO, C&S, etc.). They may sound a little artificial, but this artificiality is deliberate: the phrase “evaluate an idea in terms of its positive, negative, and interesting properties” is too vague to work. The tool should have a clear, simple and unique name.

Consciously determine the structure of your thinking does not mean reducing your freedom. Edward makes a very important distinction between the two types of structures. The first includes structures that prohibit or limit something. The second includes structures that make life easier (hammer, cup, wheel, alphabet) and which we can use at our discretion. In fact, such structures not only do not limit a person, but also, to one degree or another, create him.

Why CoRT works
Back in the late 60s Edward de Bono drew attention to the first stage of the thought process - the stage of perception, which precedes the second stage - the stage of “information processing” - and essentially determines it . Humanity has developed many excellent techniques for working with the second stage, but they can only be applied when we have (usually unconsciously) already decided how we will look at the situation, that is, we have accepted what we see in it.

All the novelty and effectiveness of de Bono’s approach originates in understanding what happens at the perception stage . Traditionally (and this is reflected in the computer design) we considered memory as a repository of information, to which is attached something that uses this memory(warehouse and storekeeper, hard drive and processor). However, in his seminal book The Mechanism of Mind, Edward convincingly showed that this is not the case. Information organizes itself in perception , creating special structures - patterns. As an example of a pattern as a unit of memory, Edward gives a plate of gelatin onto which hot water is poured spoon by spoon. The water from the first spoon forms a depression. Water from the second partially flows into this depression and makes it even deeper. Continuing in the same way, after a while we will see something like a riverbed with a main depression formed in the place where the first spoon was poured. The information organized itself and contains instructions for self-deciphering .

Working with perception, we significantly expand the possibilities of our thinking, since we can consciously generate points of view and select perspectives . This is the constructive and creative dimension of future-oriented thinking.

CoRT Thinking Lessons
CoRT lessons provide a framework for focusing on one aspect of thinking at a time, rather than trying to generally “think better” or go into deeper discussions.
The course consists of six parts of ten lessons each: Breadth, Organization, Interaction, Creativity, Information & Feeling, Action. The fundamental parts are Breadth and Creativity. Each lesson focuses on the practice of one thinking tool. The explanation literally takes a few minutes because all the tools are very simple; the rest of the time is devoted to practice.
Interestingly, some English teachers teach the language using CoRT. Instead of taking various topics as work material (tourism, everyday life, weather, history, etc.), they study CoRT with an appropriate selection of tasks, thanks to which students get the opportunity to think and speak in a foreign language, practicing not only descriptive side of the language, but also its mental and communicative aspects, which is much more effective.

In general, the scope of application of de Bono’s methods is extremely wide. . Now, for example, an adaptation of CoRT is being created for working with drug addicts. Due to his incredible productivity, which I have already mentioned, Edward is constantly creating new techniques and variations of them. An online course, Effective Thinking, has recently launched using CoRT tools. There is a new Simplicity course for organizations. There is a course on lateral thinking and a course on DATT (Direct Attention Thinking Tools, also based on CoRT). And, of course, the famous Six Hats.

Lateral Thinking Course

Traditional approaches, template solutions, well-worn paths - are they good or bad?
In fact, it’s good - because the habitual type of thinking gives us the opportunity to do many things without thinking, without wasting time on automatically practiced actions.
And, in fact, it’s bad - because, being the only possible way of thinking, the standard approach deprives us of a lot of alternatives, fresh ideas, breakthroughs, discoveries, opportunities for development and change.
Just a few years ago, those who had either large material (finance, equipment, access to cheap raw materials) or administrative resources won in the Russian market. Today the situation is changing dramatically, and human resources and their ability to implement innovations, quickly respond to changing environmental conditions, and determine the concept and strategy for further development are coming to the fore.

Human resources require development, and, above all, the development of its most in-demand skill - thinking. No, we are not talking about adding another hundred or two grams to the existing brain mass. We are talking about the most effective use of the mental capabilities that a given individual has.
Often we struggle for a long time to solve a problem, wait for inspiration, create special conditions for ourselves, switch, in the hope that insight will unexpectedly descend on us. And when a solution is found, we are amazed at its simplicity and obviousness. “Why did we have to spend so much time and effort to see what lies on the surface? Could this decision have been reached differently? Can. This is exactly what lateral thinking tools are for.
The term "lateral thinking" (or "lateral thinking"), once coined by Edward de Bono, has now become an integral part of the English language.

Course “Six Thinking Hats”

Six Thinking Hats is probably one of the most popular thinking methods developed by Edward de Bono. This method allows you to structure and make any mental work, both personal and collective, much more effective.
Legends are usually formed around the history of the creation of original techniques. The Six Thinking Hats method also has it. Its author is Edward de Bono born in Malta. He grew up as a modest boy, was not very healthy or strong, and his playmates usually ignored his suggestions. Edward was very upset and wanted all his ideas to be listened to, and it would never come to arguments and fights. But when there are many opinions, and those arguing are in different weight categories (for children, the one who is stronger is usually right, and for adults, the one with a higher rank is usually right), it is difficult to find a way of discussion in which all proposals will be heard, and the decision of all will be accepted. will satisfy. Edward de Bono began searching for such a universal algorithm. When he grew up, he came up with an original method to increase the efficiency of the thought process.

What usually happens in a person's head when he thinks? Thoughts swarm, get together, one idea contradicts another, and so on. De Bono decided to divide all these processes into six types. In his opinion, any problem necessarily causes a surge of emotions in a person, forces him to collect facts, look for solutions, and also analyze the positive and negative consequences of each of these decisions. Another type of thinking involves organizing ideas. If the chaos reigning in the head is brought into order, thoughts are sorted into shelves and forced to flow in strict sequence, then the search for a solution will become faster and more productive. The de Bono technique allows you to consistently “turn on” different types of thinking , which means he puts an end to arguments until he’s blue in the face.

In order for the technique to be better remembered, a vivid image was needed. Edward de Bono decided to associate types of thinking with colored hats. The fact is that in English, a hat is usually associated with a type of activity - the hat of a conductor, a policeman, etc. The phrase "wearing someone's hat" means to engage in a specific activity. A person, mentally putting on a hat of a certain color, chooses at the moment the type of thinking that is associated with it.

The Six Hats technique is universal - for example, it is used at meetings to structure group work and save time. It also applies individually, because heated debates take place in each person’s head. In fact, it can be used to structure any creative process where it is important to separate logic from emotion and come up with new original ideas.

How it works, or full-color thinking in six colors

The Six Hats is based on the idea of ​​parallel thinking. Traditional thinking is based on controversy, discussion and clash of opinions. However, with this approach, it is often not the best solution that wins, but the one that was more successfully advanced in the discussion. Parallel thinking – this is constructive thinking, in which different points of view and approaches do not collide, but coexist.

Usually, when we try to think about solving a practical problem, we encounter several difficulties.
First, we are often not inclined to think about a decision at all, instead limiting ourselves to an emotional reaction that determines our further behavior.
Secondly, we experience uncertainty, not knowing where to start and what to do.
Third, we try to simultaneously hold all the information relevant to a task in our minds, be logical, make sure our interlocutors are logical, be creative, be constructive, and so on, and all this usually causes nothing but confusion and confusion.

The Six Hats Method is a simple and practical way to overcome such difficulties by dividing the thinking process into six different modes , each represented by a hat of a different color.
In full-color printing, color dies are rolled one by one, overlapping each other, and the output is a color image. The Six Hats Method suggests doing the same for our thinking. Instead of thinking about everything at once, we can learn to handle different aspects of our thinking one at a time. At the end of the work, all these aspects will be brought together and we will get “full-color thinking.”

The white hat is used to direct attention to information. In this mode of thinking, we are only interested in facts. We ask questions about what we already know, what other information we need, and how we can get it.
If a manager asks his subordinates to wear their white hat- this means that he expects complete impartiality and objectivity from them, calls for them to lay out only bare facts and figures, as a computer or a witness does in court. At first, it is difficult to get used to this way of thinking, since you need to clear your statements of any emotions and frivolous judgments. “Four of our partners refused to take our products.” “Competitors have reduced prices by 20%, but we do not have the necessary safety margin for this”

The black hat allows you to give free rein to critical assessments, fears and caution. It protects us from reckless and ill-considered actions, indicates possible risks and pitfalls. The benefits of such thinking are undeniable, if, of course, they are not abused.
Thinking in black hat intended to present everything in a black light. Here you need to see shortcomings in everything, question words and numbers, look for weak points and find fault with everything.
“Does it make sense to release a new model if our old one is not performing well?” “These figures seem overly optimistic to me and do not correspond to the state of affairs. If we rely on them, we will fail.” The black hat's "mission" is to map as many risk areas as possible.

The yellow hat requires us to shift our attention to looking for the merits, advantages and positive aspects of the idea under consideration.
Yellow hat- the antagonist of black, it allows you to see benefits and advantages. Mentally putting on a yellow hat, a person turns into an optimist, looking for positive prospects, but must justify his vision (by the way, as in the case of a black hat).
“It’s unlikely that he will come, but we still need to invite him to the opening of our exhibition.” “We will be able to implement this project because we have enough funds and the ability to provide marketing support.” But at the same time, the thought process in the yellow hat is not directly related to creativity. All changes, innovations, consideration of alternatives occur in a green hat.

Under the green hat, we come up with new ideas, modify existing ones, look for alternatives, explore possibilities, in general, we give creativity the green light.
Green hat- this is a creative search hat. If we have analyzed the advantages and disadvantages, we can put on this hat and think about what possible new approaches are possible in the current situation. With a green hat, it makes sense to use lateral thinking techniques.
Head of International Projects at MTI Svetlana Pylaeva:“Lateral thinking tools allow you to avoid stereotyped approaches, take a fresh look at the situation, and offer many unexpected ideas.”
“Suppose we make square hamburgers. And what can this give us? “I had a proposal to work on Saturdays and make Wednesday or Thursday a day off. Could you please put on your green hat and think about what such a prospect might lead to?

In red hat mode, session participants have the opportunity to express their feelings and intuitions about the issue at hand, without going into explanations about why this is so, who is to blame, or what to do.
Red hat worn infrequently and for a short enough period of time (maximum 30 seconds) for the group to express their emotions. The presenter periodically provides the audience with the opportunity to let off steam: “Put on your red hat and tell me what you think about my proposal.” Unlike, say, the black and yellow hats, you don’t need to justify your emotions in any way.
“I don’t want to know how qualified this candidate is, I just don’t like him.”

The blue hat differs from other hats in that it is not designed to work with the content of the task, but to manage the work process itself. In particular, it is used at the beginning of the session to determine what is to be done, and at the end to summarize what has been achieved and identify new goals.
Blue hat controls the thinking process, thanks to it all actions of meeting participants strive towards a single goal. For this purpose, there is a leader or a meeting leader; he wears a blue hat all the time. Like a conductor, he controls the orchestra and gives commands to wear one hat or another. “I don’t like your approach to business. Put away your black hat for a while and put on your green one.”

How does this happen

In group work, the most common pattern is to determine a sequence of hats at the beginning of the session. There are no clear recommendations regarding the order in which to change hats during a meeting - everything is determined by the specific situation based on the problem being solved.
Then a session begins, during which all participants simultaneously “put on hats” of the same color, according to a certain sequence, and work in the appropriate mode. The moderator remains under the blue hat and monitors the process. The results of the session are summarized under a blue hat.

Svetlana Pylaeva: “The main rule during a discussion is not to wear two hats at the same time and control yourself all the time. For example, at the moment of putting on a green hat, one must clearly understand that a search for specific solutions is underway. You can’t delve into their shortcomings - it will be black hat time for that.” In addition, some managers who have not fully mastered this technology force one participant to wear the same hat all the time during the meeting. This is wrong, hats of different colors should be worn in turns, unless the leader may prefer his blue hat to everyone else.

Rules for changing hats

The most commonly used option is the following.
The leader briefly introduces the concept of hats to the audience and identifies the problem. For example, like this: “The department has had its budget cut. What to do?". It is advisable to start a discussion wearing a white hat, that is, you need to collect and consider all the available facts (the department is not fulfilling the plan, employees cannot boast of hard work, etc.). The raw data is then viewed from a negative perspective - with a black hat, of course. After this, it is the turn of the yellow hat, and positive aspects are found in the discovered facts.

Once the problem has been examined from all sides and material for analysis has been collected, it is time to put on the green hat to generate ideas that can enhance the positive aspects and neutralize the negative ones. The leader, mentally sitting in a blue hat, carefully monitors the process - whether the group has deviated from the given topic, whether the participants are wearing two hats at the same time, and also periodically allows them to let off steam in a red hat. New ideas are again analyzed with a black and yellow hat. And at the end the discussion is summarized. Thus, thought streams do not intersect and become entangled like a ball of wool.

“Kozma Prutkov said that a specialist is like gumboil - his completeness is one-sided. This statement perfectly illustrates the “Six Thinking Hats” method, says Alexander Obrezkov. “The disadvantage of a specialist is that he usually wears a certain hat, and at a meeting these “fluxes” interfere with each other. And de Bono’s method allows us to focus the discussion in the right direction.” For example, “neutralize” a person who is naturally prone to excessive criticism. Having mastered the concept of hats, he will not indiscriminately kill ideas with his remarks, since he knows that in twenty minutes it will be his turn to put on black hats, and he will reserve his ardor.

“The allegory with hats has another very important advantage: the technique allows you to avoid getting personal,” continues Mr. Obrezkov. “Instead of the usual “Why are you yelling and criticizing everything?” the employee will hear a neutral, but no less effective, phrase: “Take off your red hat and put on your green one.”
This will relieve tension and avoid unnecessary negative emotions. In addition, at meetings, usually someone remains silent, but the technology, when everyone puts on a hat of the same color at the same time, forces everyone to express their thoughts.”

According to experts, the “Six Thinking Hats” technique helps make meetings several times more effective. Unlike other concepts of group work, de Bono's method is so imaginative that it is easily remembered, and its main ideas can be outlined in half an hour. All other systems require a trained moderator, and during the meeting he alone knows what he is doing, and those whom he manages actually turn into blind performers and do not understand what is happening. True, the “Six Hats” technique still requires skill development and control from the blue hat - the leader.

Advantages

Here are some of the benefits of the method that Edward de Bono discovered while under the yellow hat.

Usually mental work seems boring and abstract. Six Hats makes it a colorful and fun way to manage your thinking.

Colored hats are a memorable metaphor that is easy to teach and apply.

The Six Hats Method can be used at any level of complexity, from kindergartens to boardrooms.

By structuring work and eliminating fruitless discussions, thinking becomes more focused, constructive and productive.

The metaphor of hats is a kind of role-playing language in which it is easy to discuss and switch thinking, distracting from personal preferences and without offending anyone.

The method avoids confusion since only one type of thinking is used by the entire group at a certain time.

The method recognizes the importance of all components of work on a project - emotions, facts, criticism, new ideas, and includes them in the work at the right time, avoiding destructive factors.

Some studies suggest that in different modes of brain functioning (criticism, emotions, creativity), its biochemical balance differs. If this is so, then some kind of system like the six hats is simply necessary, since there cannot be one “biochemical recipe” for optimal thinking.

As already mentioned, the Six Hats can be used for any mental work in a wide variety of areas and at a variety of levels. On a personal level, this could be, for example, important letters, articles, plans, problem solving. In solo work - planning, evaluating something, design, creating ideas. In group work - holding meetings, again assessment and planning, conflict resolution, training. For example, IBM used the six hats method in 1990 as part of a training program for its 40,000 managers worldwide.

EDWARD DE BONO

Edward de Bono was born in Malta in 1933. During the Second World War he studied at St Edward's College (Malta), after which he began studying medicine at the University of Malta. He was awarded a prestigious Rhodes Scholarship, allowing him to continue his education at Christ Church College, Oxford University, where he received honorary degrees in psychology and physiology, as well as a doctorate in medicine. He received another doctorate from the University of Cambridge and a doctorate in clinical medicine from the University of Malta. At various times, Edward de Bono held faculty positions at Oxford, Cambridge, the University of London and Harvard.

Dr. Edward de Bono is one of the very few people in history who can be said to have greatly influenced the way we think. There are many reasons to call him the most internationally renowned thinker.

· Dr. de Bono has written many books. His books have been translated into 34 languages ​​(all major languages ​​plus Hebrew, Arabic, Bahasa, Urdu, Slovenian, Turkish).

· He was invited to give lectures in 52 countries around the world.

· At the University of Buenos Aires, five departments use his books as part of their required courses. In Singapore, his work is used in 102 secondary schools. In Malaysia, his works have been used for teaching in science schools for 10 years. Thousands of schools in the USA, Canada, Australia, New Zealand, the Republic of Ireland and the UK use Dr de Bono's thinking programs.

· At the International Conference on Thinking in Boston (1992), he was awarded an award as the person who first developed methods of direct teaching of thinking in schools.

· In 1988 he was awarded the first Capira Prize in Madrid for his significant contribution to the heritage of humanity.

· What sets Dr. de Bono apart is that his work resonates with a wide variety of people.

· At the special invitation of the delegates, Dr. de Bono addressed the Commonwealth (former British Colonies) Legal Conference in August 1996 in Vancouver (2,300 top-class lawyers, judges, etc. from 52 Commonwealth members, as well as other invited countries such like China). His speech at the previous Conference in Oakland was noted as one of its main events.

· Dr. de Bono has worked with many of the largest corporations around the world, such as IBM, Du Pont, Prudential, AT&T, British Airways, British Coal, NTT (Japan), Ericsson (Sweden), Total (France), etc. . In Europe's largest corporation, Siemens (370,000 employees), his methods are taught to employees at all levels, as a result of a conversation between Dr. de Bono and a board of senior managers. When Microsoft held its first marketing conference, Dr. de Bono was invited to give a plenary talk to five hundred senior managers.

· Dr. de Bono's special contribution is that he was able to put such a mysterious field as creativity on a solid basis. He showed that creativity is one of the necessary characteristics of self-organizing information systems. His seminal book, The Working Principle of the Mind, was published in 1969. It showed how the neural networks of the brain form asymmetrical patterns that serve as the basis of perception. One of the world's leading physicists, Professor Murray Gell-Mann, said that this book was ten years ahead of the field of mathematics associated with the theory of chaos, nonlinear and self-organizing systems.

· On this basis, Edward de Bono developed the concept and tools of lateral thinking. It is especially worth noting that his results were not buried in academic texts, but he made them practical and accessible to everyone, from five-year-old children to adults. Some years ago Lord Montbatten invited Dr. de Bono to speak to all his admirals. Dr. de Bono was invited to speak at the very first Pentagon conference on creativity. At the UN Social Meeting in Copenhagen he was asked to address the banking and finance group.

· The term "lateral thinking" (or "lateral thinking"), once coined by Edward de Bono, has now become part of the English language to the extent that it can be heard in both a physics lecture and a TV comedy.

· Traditional thinking is concerned with analysis, judgment and debate. In a stable world, this was sufficient because standard situations could be identified and standard solutions applied to them. This is no longer the case in a rapidly changing world where standard solutions may be inadequate.

· All over the world there is a huge need for creative, constructive thinking that allows us to create new paths of development. Many of the world's problems cannot be solved by identifying the cause and eliminating it. There is a need to create a path of development even when the cause remains in place.

· Edward de Bono created the methods and tools for this new thinking. He is the undisputed world leader in what may in the future be the most important field: constructive and creative thinking.

· In 1996, the European Creativity Association surveyed its members across Europe, trying to find out who influenced them the most. Dr. de Bono's name was mentioned so often that the Association asked the official naming committee of the International Astronomical Union (in Massachusetts) to name a planet after him. Thus, planet DE73 became EdeBono.

· In 1995, the Government of Malta awarded Edward de Bono the Order of Merit. This is one of the highest honors, which is awarded to no more than 20 living people at a time.

· For many thousands, even millions, of people around the world, the name of Edward de Bono has become a symbol of creativity and new thinking.

· In December 1996, the Edward de Bono Foundation in Dublin, with support from the European Union, held a conference on “teaching thinking in schools”.

· In 1972, Edward de Bono created the Cognitive Research Trust, a charitable organization whose activities are aimed at teaching thinking in schools (CoRT Thinking Lessons).

· Edward de Bono was the founder of the International Creative Forum, whose members included many of the world's leading corporations: IBM, Du Pont, Prudential, Nestle, British Airways, Alcoa, CSR, etc.

· The International Creativity Bureau in New York, whose mission is to work with the UN and UN member countries to find new ideas in international relations, was also organized by Dr. de Bono.

· Peter Ubberoth, whose organization of the 1984 Los Angeles Olympics saved the Games from oblivion, credited this success to his use of de Bono's lateral thinking. The same can be said about John Bertrand, skipper of the winning yacht in the 1983 American Cup regatta. Ron Barbaro, president of the insurance company Prudential (USA), also attributed his invention of lifetime benefits to the use of de Bono's methods.

· Perhaps one of the unique features of Edward de Bono's work is its wide range: from teaching five-year-old children in kindergarten preparatory groups to working with the heads of the largest corporations in the world. His work also spans many cultures: Europe, North and South America, Russia, Middle East, Africa, Southeast Asia, Japan, Korea, Australia, New Zealand, etc.

· In September 1996, the de Bono Institute, a global center for new thinking, began its work in Melbourne. The Adrus Foundation donated $8.5 million for this purpose.

· In 1997, Dr. de Bono was invited as one of the keynote speakers at the first environmental conference in Beijing.

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Some of Edward de Bono's recent projects

Edward de Bono is the consummate traveling teacher! Almost every week he travels from one part of the world to another, meeting with government leaders, educators, CEOs and business people. Below are some of his key projects that give a sense of the universality of what Dr. de Bono is trying to convey to us: thinking can and must be taught if we are to cope with the needs of a fast-paced and ever-changing world.

· Invited to Moscow by the Academy of Sciences to train teachers as part of an educational project: ten Moscow schools are used as laboratories for testing advanced teaching methods. In addition, working with a translator, Dr. de Bono taught CoRT Thinking lessons to students from 7 to 17 years old at School No. 57, one of the best schools in Moscow.

· Met with the Minister of Education of Kuwait at a special meeting of 500 education workers. This country's Institute for Educational Research is interested in organizing a pilot program using CoRT Thinking Lessons.

· Addressed PACRIM, an economic council of influential businessmen and government officials in the Pacific Rim.

· Came to Minneapolis to speak before the US Education Commission on the topic of direct teaching of thinking in schools. Conducted several trainings for teachers in Minnesota.

· Had a conversation with the Research Council, a group of information managers from the world's top 500 companies, at their meeting in Newport Beach, California.

· Visited Northern Virginia Community University, where Liz Grizzard, Dean of Academic Life, taught an introductory course on thinking skills.

· Invited to speak at INSEAD, one of Europe's leading business schools, on the occasion of its 25th anniversary.

· Organized a meeting of corporate leaders from the USA, Japan, New Zealand and the UK to create a special working group. Senior executives from Xerox, Digital, McDonnell Douglas and Hewlett Packard joined Dr. de Bono in his exploration of new strategies to help us plan for our future consciously.

· Delivered a plenary presentation at the Eighth World Conference on Gifted and Talented Children in Sydney, Australia.

· Delivered a presentation to the OECD (Organization for Economic Cooperation and Development) on the topic “New program: learning to think - thinking to learn. New strategies for effective communication.” The report examined the theoretical foundations of teaching thinking, as well as the ways in which thinking skills are currently taught and their relationship to current research in the cognitive sciences.

Awards

· In January 1995, Dr. de Bono was awarded the National Order of Merit by the President of Malta, the highest honor that can be awarded to no more than 20 people living at any one time. Dr de Bono was born and began his education in Malta.

· In July 1994, he was awarded the Pioneer Prize in the field of Thinking at the International Conference on Thinking, held at MIT (Boston, USA).

· In 1992, he was the first person to receive the European Capira Prize for outstanding achievement.

· Three Nobel laureates wrote forewords to Edward de Bono's book "I'm Right and You're Wrong."

· A recent study by the European Creativity Association found that 40% of its members believe that Dr. de Bono has had the most significant influence on the field of creativity. In terms of his performance, he was far ahead of other contenders.

· The US Defense University asked Dr. de Bono to open his very first symposium on creativity by telephone from Helsinki, where he was stationed at the time.

· In 1990, Dr. de Bono was invited to chair a meeting of Nobel laureates from around the world. The meeting took place in Korea.

What does the world say about the work of Dr. de Bono...

· “At Du Pont, we have many good examples of our technical staff successfully applying Dr. de Bono's lateral thinking techniques to solve difficult problems.” - David Tanner, Ph.D., Du Pont CTO.

· "Given the complexity and fast pace of modern life, we must recommend de Bono's course as part of a mandatory program for the entire human race." - Alex Kroll, Chairman and President, Yong & Rubican.

· "It is difficult for anyone to fully appreciate the work and experience of Edward de Bono. His views on thinking and the creative process are compelling and thorough" - Jeremy Bullmore, chairman of J. Walter Thompson.

· "Dr. de Bono's course is a quick and enjoyable way to develop your thinking skills. Once you take it, you'll find that you instinctively apply new skills to how you approach situations."

· "De Bono's work is perhaps the best thing happening in the world today" - George Gallop, founder of the Institute of Public Opinion.

· "I certainly know Dr. de Bono and am an admirer of his work. We all live in an information economy, where our results are a direct consequence of what is on our minds" - John Sculley, Chairman and President of Apple Computer Inc.

· “It is because of the clarity of de Bono’s approach that his course of thinking is well suited for both primary school students and business executives” - John Naisbitt, author of MEGATRENDS 2000.

· “We all hold our assumptions about the past to make conclusions about the future... de Bono teaches us to challenge such assumptions and find new and creative solutions to problems” - Philip L. Smith, President of General Foods Corporation.

· “Lateral thinking... has really changed the way I approach business problems.” - A Weinberg, management consultant in New York.

Books by Edward de Bono, one of the most famous researchers of the mechanisms of creativity, are quite widely represented on the Russian market. The author has developed a method that teaches you to think effectively. De Bono proposes to formalize and structure the thinking process, which, according to the author, will contribute to a better discussion of problems and subsequent decision-making. Six hats - six different ways of thinking. By “wearing” a hat of a certain color, we focus our attention on only one of the ways of thinking.

Edward de Bono. Six thinking hats. – Minsk: Potpourri, 2006. – 208 p.

Download a short summary in the format or

The ability to think is the basis of human activity. Regardless of whether this ability is well or poorly developed in each of us, we all regularly experience dissatisfaction with the results we have achieved in this area.

The main difficulty associated with the process of thinking is overcoming the disorderly, spontaneous flow of our thoughts. We try to embrace a lot, if not everything, with our thoughts at the same time - we try to “embrace the immensity.” At every moment our consciousness is crowded with doubts and worries, logical constructions and creative ideas, plans for the future and memories of the past. In this whirlwind of racing thoughts, it is as difficult for us to navigate as it is for a circus performer to juggle the multi-colored balls and hoops flashing before his eyes. But it is possible to learn both.

Mastering the simple idea that I bring to your attention will allow you to put things in order in the “storehouse of your thoughts”, help you “sort them out on the shelves” and provide the opportunity to do everything measuredly, in a timely manner and in strict order. This is the only way to separate logic from emotions, what is desired from reality, fantasy of “pure water” from “bare” facts and real plans for the future. The ability to choose the right approach to a matter is the idea I propose of the six thinking hats.

1. The magic of transformation. In the pose of a thinker and it’s easier to think

Imagine the figure of Rodin’s “The Thinker,” known to all of us. Take this pose, physically or mentally, and you will become a thinker. Why? Because when you play the thinker, you become one. At the right time, your inner experiences will “catch up” with your actions. In other words: “tuning the body” will entail “tuning the spirit.” This book outlines the different roles you can play.

2. Trying on a Hat: A Very Intentional Action

I want to focus your attention on intentional thinking. This is the main purpose of the thinking hat. It should be worn intentionally. We do not need to be specifically aware of the sequence in which we move our feet while walking or regulate the rhythm of our breathing. This is background, automatic thinking. But there is another type of thinking that is much more intentional and focused. Background thinking is required to cope with the daily routine by copying normal thought patterns. Intentional thinking allows you to do much better and more than just copying patterns.

It is not so easy to send a signal to ourselves that we want to get out of the routine and move from a template, copying type of thinking to an intentional one. The Thinking Hat idiom can be such a clear signal to yourself and others.

When you drive, you have to choose a road, stay in a given direction, and watch out for other traffic. This is reactive thinking. So, everyday thinking is very similar to driving a car: you read road signs and make decisions. But you don't make maps.

Mapping type of thinking requires a certain detachment. Ordinary - no. The reactive type of thinking only works if there is something to react to. This is why the concept of critical thinking as its most perfect form is very dangerous. There is a stupid superstition, based on a misunderstanding of the ideas of the great Greek philosophers, that thinking is based on dialogue and dialectical struggle. This mistake brought a lot of harm to the West. The Western habit of argument and dialectic is vicious, since it leaves aside everything innovative and creative. Critical thinking responds well to everything that is offered to it, but cannot offer anything on its own.

To cover the sphere of effective thinking, I came up with a special term - “effectiveness”. This is the ability to act - and the type of thinking that corresponds to it. The word “effectiveness” should remind one of the ability to write and count. I am absolutely convinced that effectiveness should become as important an element of education as these two skills.

When printing a color card, color separation occurs. First, one color is applied to the paper. Then a second color is printed on top of the first, then a third, etc., until finally a full-color card appears. The six thinking hats in this book correspond to the different colors used when printing the map. This is the method I suggest using to intentionally direct your attention. Thus, it is not only a matter of putting on a hat, but also what color hat we choose.

3. Intention and its implementation

If you behave like a thinker (for example, wear a thinking hat), you will certainly become one. Your thinking will follow your action. The game will become reality. Please note: intention alone is not enough. You must act and behave accordingly.

By law, every schoolchild in Venezuela must spend two hours a week developing their thinking abilities. In schools there is a special subject - “Thinking”. It is studied by schoolchildren, teachers, and parents. The thinking skills that students acquire through learning are very important. But much more important is the idea of ​​developing thinking skills.

Using the six thinking hats described in this book is one way to strengthen your intention to be a thinker. If you consciously frown while thinking, you won't make a decision until you stop frowning, and that decision will be much better than a spontaneous reaction. The Six Thinking Hats are a very powerful way to move from intention to implementation.

4. Role Play: Ego Vacation

The more intentional and artificial the role, the more valued it is. This is the secret of the success of American soap operas. One general role of thinking is divided into six different characteristic roles, represented by hats of different colors. Each time you choose which of the six hats to wear. You put on a hat of a certain color and play a role that matches it. You look at yourself playing this role. You try to play it the best you can. Your ego is protected by this role. It, like a director, monitors the good performance of the role.

5. Melancholy and other vibes

Perhaps the Greeks were right when they believed in the dependence of their moods on various bodily fluids. Many people have noticed that the thoughts that come to their minds when they are depressed are significantly different from those that would have occurred to them if they were in a more joyful mood.

Perhaps, over time, the six different thinking hats will acquire the status of a conditioned signal that activates a certain chemical mechanism in the brain, which, in turn, will affect our thinking. If we consider the brain as an active information system, we will see that its functioning is significantly different from the work of passive information systems used in computing. In an active system, information is organized according to the principle of patterns, rather than lying passively on the surface, waiting for some external processor to organize it.

Let's say there is a pallet with sand. A steel ball thrown at him remains where it fell. If a ball is thrown through any grid square, it remains lying directly under that square. This is a passive information system. The ball remains where it was placed.

The other tray contains a soft rubber bag filled with viscous oil. The first ball thrown to the surface gradually sinks to the bottom, bending the surface of the rubber bag under it. Now that the ball has come to rest, the surface has a contour - something like a depression, at the bottom of which the first ball rests. The second ball rolls down the slope and stops next to the first ball. The second ball is active. It does not stay where it was placed, but follows the slope created by the first ball. All subsequent balls will roll towards the first one. A cluster is formed. Thus, we have a simple active surface that allows incoming information (balls) to organize into a cluster.

It is the activity of neural networks that allows incoming information to be organized into patterns. It is the education and use of such patterns that gives rise to perception. If the brain were not able to organize incoming information into patterns, then even such simple things as crossing the road would be almost impossible. Our brains are designed to “brilliantly” avoid all creativity. It is designed to create templates and use them without changing them in the future at any opportunity. But self-organizing systems have one huge drawback: they are limited by the sequence of past experiences (the history of events).

The susceptibility and sensitivity of the nervous system change under the influence of substances circulating in the body. Changing the concentration and composition of these substances leads to the use of a new template. In a sense, we have a separate brain for each initial set of substances. This suggests that emotions significantly influence our ability to think, and are not something unnecessary that interferes with thinking.

People who have trouble making decisions can guess that each brain chemistry makes a decision that is appropriate for it. So both choices are correct, but for different brains. Hence the indecision.

In a state of panic or anger, people tend to behave primitively. This may be because the brain experiences such special chemical conditions so rarely that it does not have the opportunity to acquire complex response patterns. If this is true, then there is a very good reason for training people under such emotional conditions (as the military has always done).

6. The value of the six thinking hats

First value The six thinking hats is that they provide the opportunity to play certain roles. Most thinking is limited by the defensive ego, which is responsible for most practical thinking errors. Hats allow us to think and talk about things we might not otherwise think or say without jeopardizing our ego. A clown costume gives a person every right to act like a clown.

Second value method is to control attention. When we need to move our thinking beyond just reacting, we need a way to shift attention from one aspect to another. The Six Thinking Hats are a way of focusing attention on six different aspects of the subject of thought.

Third value- convenience. The symbolism of the six different thinking hats allows you to ask someone (and yourself too) to “reverse the clock.” You can ask someone to disagree or to stop disagreeing. You can ask someone to be creative. Or retell your purely emotional reaction.

Fourth value six thinking hats - their possible connection with chemical processes in the brain.

Fifth value is to determine the rules of the game. They are easy for people to learn. Explaining the rules of the game is one of the most effective ways to teach children - that's why they master the computer so easily. The Six Thinking Hats establish specific rules for the “thinking game.” The essence of this game lies in its mapping, rather than in the usual process of proof.

7. Six hats - six colors

White color is neutral and objective. White hat is all about objective facts and figures.

The color red suggests anger (the eyes turn red), passion and emotion. The red hat gives an emotional vision.

Black color is gloomy and deniers. The black hat justifies the negative aspects - why something is not feasible.

Yellow is a sunny and positive color. The yellow hat implies optimism and is associated with hope and positive thinking.

Green is the color of growing grass. A green hat signifies creativity and new ideas.

Blue is a cold color; Moreover, it is the color of the sky, which is located above everything. The blue hat is responsible for organizing and controlling the thought process, as well as the use of the other hats.

In addition, it is convenient to group hats into three pairs:

• white and red;
• black and yellow;
• green and blue.

8. White Hat: Facts and Figures

Computers don't yet have emotions (though we might have to make them emotional if we need to teach them to think intelligently). We expect the computer to respond to our requests with only facts and figures. We don't expect the computer to start arguing with us, using facts and figures only to support its arguments. Facts and figures too often become part of an argument. Facts are often presented for some purpose rather than reported as is. Facts and figures presented as part of an argument can never be viewed objectively. So we really need someone who can change the conversation by saying, “Just facts, please—no arguments.”

Unfortunately, within the framework of Western thinking, based on a dispute, they prefer to first present a conclusion and only then - the facts that support it. The cartographic thinking I put forward is based on the fact that you should first draw a map and only then choose a path. This means that first we need to have facts and quantitative data. Thus, white hat thinking is a convenient way to highlight neutral and objective consideration of facts and figures.

White hat thinking becomes a practice that helps you separate facts fairly clearly from extrapolation or interpretation. It is easy to imagine that policymakers might have considerable difficulty with this kind of thinking. 🙂

9. White Hat Thinking: Whose Fact Is It?

Much of what may pass for fact is mere commentary based on strong belief or personal confidence. Life must go on. It is impossible to test everything with the rigor of a scientific experiment. So in practice we get something like a two-phase system: facts based on faith (beliefs) and verified facts.

The main rule of white hat thinking can be formulated as follows: you should not say anything with more confidence than it deserves.

Ultimately, it's all about attitude. When a person puts on a white hat, he makes neutral, “component” statements. They are laid out on the table. There is no question of using them to promote a particular point of view. As soon as a statement appears to be used for this purpose, the suspicion arises that the thinker has abused the role of white hat.

10. White Hat Thinking: The Japanese Approach

The Japanese have never adopted the Western habit of arguing. The most likely explanation is that Japanese culture was not influenced by the Greek style of thinking, which was subsequently improved by medieval monks in order to prove the fallacy of heretical views. It seems unusual to us that the Japanese do not argue. It seems unusual to the Japanese that we entertain the idea of ​​arguing.

Participants in Western-style meetings come with their own points of view. The Japanese come to meetings without pre-formulated ideas; the purpose of the meeting is to listen; information is presented in a white hat manner, slowly organizing into an idea; this happens in front of the participants.

The Western view is that the form of an idea must be forged through debate. The Japanese view is that ideas are born like the embryo of a crystal and then grow into a specific form.

We can't change the culture. So we need some mechanism to overcome our habit of arguing. This is precisely the purpose that the white hat serves. When this role is played by all participants in the meeting, its essence boils down to the following: “Let's all pretend to be Japanese at the Japanese meeting.”

11. White Hat Thinking: Facts, Truth and Philosophers

Truth and facts are not as closely related as most people might imagine. Truth refers to the word game system known as philosophy. Facts have to do with verifiable experience.

The idioms “in general and in general” and “in general” are quite acceptable. It is the task of statistics to give some concreteness to these rather vague idioms. It is not always possible to collect data, so we often have to use a two-phase system (judgment/verified fact).

The purpose of white hat thinking is to be practical. White hat thinking Not implies nothing absolute. This is the direction in which we are trying to become better.

12. White Hat Thinking: Who Wears the Hat?

You can ask someone to wear a white hat, you can be asked to do the same, or you can decide to wear one yourself. White hat thinking excludes important things like suspicion, intuition, experiential judgments, and opinions. Of course, the white hat exists for this purpose as a way of requesting information in its purest form.

13. White Hat Thinking: Let's Summarize

Imagine a computer that produces facts and data that are asked of it. The computer is dispassionate and objective. It offers no interpretations or opinions to the user. When a person puts on a white hat, he must become like a computer.

In practice, there is a two-stage information system. At the first level there are verified and proven facts, at the second - facts that are taken on faith, but have not yet been fully verified, that is, a fact of the second level.

There is a spectrum of probability limited by statements that are always true, on the one hand, and statements that are false in all cases, on the other. Between these two extremes there are acceptable degrees of probability, such as “generally”, “sometimes” and “occasionally”.

14. Red hat: emotions and feelings

Red hat thinking is associated with emotions and feelings, as well as the irrational aspects of thinking. The red hat represents a certain channel through which you can throw all this out and make it a legitimate part of the overall map.

A person who wants to express his feelings should reach for a red hat. This hat gives the official right to express emotions, premonitions, etc. The red hat never obliges you to justify or explain your feelings. By wearing a red hat, you can play the role of an emotional thinker who reacts and feels rather than makes rational moves.

15. Red Hat Thinking: The Role of Emotions

According to the traditional view, emotions interfere with thinking. At the same time, a good decision should end with emotions. I attach special importance to the final stage. Emotions give meaning to the thought process and adapt it to our needs and immediate context.

Emotions can influence thinking in three ways. Thinking can occur against a background of strong feelings of fear, anger, hatred, suspicion, envy or love. This background limits and distorts any perception. In the second case, emotions arise due to initial sensations. You feel insulted, and therefore all thoughts about your offender are colored by this feeling. You feel (perhaps wrongly) that someone is saying something for their own benefit, and therefore you do not believe what they say. The third moment when emotions can come into play is when the map of the situation has already been drawn. Such a card should also reflect the emotions caused by putting on the red hat. Emotions - including the desire for personal gain - are used when choosing a path on the map. Every decision has its own value. We react emotionally to value. Our reaction to the value of freedom is emotional (especially if we have previously been deprived of freedom).

It should be remembered that a person, in the depth of his mind, can decide to put on the red thinking hat. This allows you to bring your emotions to the surface in a legitimate way.

16. Red Hat Thinking: Intuition and Premonitions

The word intuition is used in two senses. The first is intuition as a sudden insight. This means that something previously understood in one way suddenly begins to be understood in another way. This may result in a creative act, a scientific discovery, or the solution of a mathematical problem. Another use of the word "intuition" implies an instant grasp and understanding of a situation. It is the result of a complex judgment based on experience - a judgment that may not be categorized or even verbalized.

It is obvious that all successful scientists, successful entrepreneurs and successful generals have the ability to “feel” a situation. We say about an entrepreneur that he has a “nose for money.”

We can try to analyze the reasons behind an intuitive judgment, but we are unlikely to be completely successful. If we can't verbalize our reasons, should we trust the judgement? It will be difficult to make a large investment based on a hunch. It is best to view intuition as part of the map.

You can treat intuition the same way someone treats advisors. If an advisor has been reliable in the past, we are more likely to pay more attention to the advice offered. If our intuition has been correct in many cases, we may be more inclined to listen to it.

Intuition can also be used according to the principle “you will win in some things, but you will lose in others.” Intuition may not always be correct, but if it was right more often than not, then the overall result will be positive.

17. Red Hat Thinking: From Case to Case

Red Hat sentiments can be expressed at any time during a meeting, discussion, or discussion. These feelings may be aimed at changing the course of the meeting itself or simply be the subject of discussion.

The need to “put on” the red hat reduces controversy during the discussion. No one will put on a red hat every time he feels that he has been treated with some slight. Once the red hat idiom has been internalized by participants, expressing emotional points of view without this formality will seem rude to them. The red hat idiom should not be exaggerated or raised to the point of absurdity. It is not necessary to formally use the idiom every time a feeling is expressed.

18. Red Hat Thinking: Using Emotions

Thinking can change emotions. It is not the logical part of thinking that changes emotions, but the perceptual [feeling] part of it. If our perspective on an issue changes, emotions may also change.

Expressed emotions can create a constant background for thinking or discussion. There is a constant awareness of this emotional background. Decisions and plans are considered against this background. From time to time it is useful to change the emotional background and see how everything will look in a new light.

Emotions are often used to establish the subject of bargaining. The principle of variable value underlies all bargaining. For one of the parties something may have one value, and for the other - another. These values ​​can be expressed directly through the wearing of a red hat.

19. Red Hat Thinking: The Language of Emotions

The hardest part about wearing the red thinking hat is resisting the temptation to justify the feelings expressed. Red hat thinking makes this optional.

20. Red Hat Thinking: Let's Summarize

The red hat legitimizes emotions and feelings as an important part of thinking. The red hat makes feelings visible so that they can become part of the mental map, as well as part of the value system that chooses the path on the map. The red hat allows you to explore the feelings of others: you can ask them to express their point of view by wearing a red hat. The red hat covers two broad types of feelings. Firstly, these are familiar, familiar emotions to everyone - from strong ones (fear and hostility) to almost imperceptible ones, such as suspicion. Secondly, these are complex judgments: premonition, intuition, taste, aesthetic feeling and other subtle types of feelings.

21. Black Hat: What's wrong with this?

It should be said that most people - both familiar with this technique and not - will feel most comfortable wearing a black hat. The reason lies in the Western emphasis on proof and criticism. This may seem surprising, but there is a whole body of opinion that boils down to the fact that wearing a black hat is a basic function of thinking. Unfortunately, this completely excludes the creative and constructive aspects of thinking.

Black hat thinking is always logical. It is negative, but not emotional. Emotional negativity is the prerogative of the red hat (which also includes emotional positivity). Black hat thinking reveals the dark (black) side of things, but it is always logical blackness. With a red hat, there is no need to justify negative feelings. But with a black hat, logical arguments should always be made. In fact, one of the greatest values ​​of the Six Thinking Hats technique is its clear distinction between the emotionally negative and the logically negative.

The black hat represents logical negativity: why something won't work (logical positivity - why it will work - is represented by the yellow hat). The mind's tendency to be negative is so strong that it must have its own hat. A person must be able to be purely negative.

The specificity of the black hat frees you from the need to be fair and see both sides of the situation. When a person puts on the black hat, he can give full power to denial. By focusing on the negative, the black hat actually limits negativity. The person can be asked to remove the black hat - this will be a clear and precise signal to switch from negative to positive.

22. Black hat thinking: essence and method

Like red hat thinking, black hat thinking can concern both the subject itself (which is the subject of the next section) and the discussion of it (thinking about it).

As I wrote in Practical Reasoning, evidence is often nothing more than a lack of imagination. This applies to mathematics, law, philosophy and most other closed systems. In practice, one of the best means of identifying a logical fallacy is to raise an alternative explanation or possibility. It must always be kept in mind that black hat thinking is never a process of proof.

23. Black Hat Thinking: Future and Past Essences

We looked at the black hat thinking technique. Now let's get to the point. Are the facts true? Are they relevant? Facts are stated under a white hat and disputed under a black one. The intention of the man in the black hat is not to create as much doubt as possible, as a lawyer does in court, but to point out weaknesses in an objective manner. There is a huge layer of experience that is not reflected in data and indicators. Black hat thinking can point out where a sentence or statement contradicts such an experience. Most negative questions can be formulated in the form of the following phrase: “I see a danger in the fact that...”

How to resist the negative flow that comes from black hat thinking? The first way is to remember that this is a mapping situation rather than an argumentative situation. The solution lies in noticing the flaw and admitting it. The second way is to acknowledge the shortcoming, but offer a parallel view that it is unlikely to happen. The third way is to recognize the danger and suggest a way to avoid it. The fourth way is to deny the value of danger, that is, to put on a black hat to evaluate the judgment of another person wearing a black hat. The fifth way is to offer an alternative point of view and place it next to the existing “black” view.

24. Black Hat Thinking: Indulging Negativity

Negative thinking is attractive: proving someone wrong provides instant gratification. Attacking an idea gives an instant feeling of superiority. Praising an idea seems to lower the person praising the creator of the idea.

25. Black Hat Thinking: Positive or Negative First?

The argument for why the black hat should always go first is that this way, unworkable ideas are rejected quickly and immediately without having to spend a lot of time thinking about them. Defining negative frames is precisely the usual way of thinking for most people. In many cases, this method works quickly and effectively. If we value competence rather than achieving goals, imposing a negative frame saves time. However, in any new proposal it is much easier to see defects than advantages. Thus, if we use black hat at the beginning, we will most likely not accept any new proposal. So, when dealing with new ideas and changes, it is better to use the yellow hat first and then the black hat.

Once an idea has been expressed, black hat thinking can go in two directions. The first task is to assess the viability of the idea. Once it has been established that an idea has a right to exist, black hat thinking seeks to improve it by pointing out errors. The black hat doesn't care about solving the problem - it just points out the problem.

26. Black Hat Thinking: Let's Summarize

The black hat is used for negative evaluations. The black hat also points out the reasons why something will not work, emphasizing risk and danger. The black hat is not a tool of argument. Black hat thinking is the evaluation of an idea based on past experience to see how well it fits with what is already known.

27. Yellow hat: based on positivity

A positive attitude is a choice. We can choose to have a positive outlook on things. We can concentrate only on the positive aspects of the situation. We can look for benefits.

Positive thinking should be a mixture of curiosity, the pleasures of greed and the desire to achieve what is planned. I called the main feature of successful people this irresistible desire to turn ideas into reality.

Any plan or action under the yellow hat is designed for the future. It is in the future that they will bear fruit. We can never be as sure about the future as we can about the past, so we can only guess. We decide to do something because the action has meaning. It is our assessment of the situation as having value that is the positive aspect.

People usually respond favorably to ideas that they see as immediate benefits for themselves. Self-interest is a strong foundation for positive thinking. But yellow hat thinking doesn't have to wait for such motivation. First, they put on the yellow hat, and then follow its requirements: to be optimistic, to have a positive attitude towards the subject of reflection.

Although yellow hat thinking is positive, it requires the same discipline as white or black hat thinking. It's not just a matter of giving a positive rating to something that catches your eye. This is a careful search for the positive. Sometimes this search is in vain. 🙁

You might argue that if the positive aspect isn't obvious, it can't really be worth much. This is a wrong perception. There may be very strong positive aspects that are generally invisible at first glance. This is how entrepreneurs work: they see value where others have not yet seen it. The value and benefits are not always obvious.

28. Yellow Hat Thinking: Positive Spectrum

There are people whose optimism reaches the point of stupidity. They are able to see the positive sides even in the most hopeless situations. For example, some seriously expect to win a big prize in the lottery and seem to base their lives on it. At what point does optimism become folly, a foolish hope? Should yellow hat thinking be stripped of its limitations? Is it possible for the yellow hat to ignore probability? Should things of this sort be solely under the jurisdiction of black hat thinking?

The positive spectrum ranges between the two extremes of over-optimism and logical practicality. We must handle this spectrum carefully. History is full of impractical attitudes and dreams that inspired efforts that eventually made those dreams a reality. If we limit our yellow hat thinking to what sounds right and is already known, it will not promote progress.

The key is to try to evaluate the consequences of an optimistic approach. If they are nothing more than hopes (like the hope of winning a lottery prize or the hope of a miracle that will save the business), this approach may not be appropriate. If optimism leads to movement in the chosen direction, then everything becomes more complicated. Excessive optimism usually leads to failure, but not always. Those who succeed are those who expect to succeed.

As with other thinking hats, the purpose of the yellow hat is to color an imaginary mental map. For this reason, optimistic suggestions should be noticed and mapped. However, it is worth labeling such proposals with a rough probability estimate.

29. Yellow Hat Thinking: Rationale and Logical Support

Should the man in the yellow hat give reasons for optimism? If no justification is given, a “good” attitude can in the same way be placed under the red hat as a feeling, a hunch, an intuition. Yellow hat thinking must go much further. The yellow hat covers positive judgments. The Yellow Hat Thinker must do everything he can to justify his optimism as best as possible. But yellow hat thinking should not be limited to just propositions that can be fully explained. In other words, every effort should be made to ensure that optimism is justified, but if such efforts are unsuccessful, the opinion may still be expressed as a guess.

30. Yellow Hat Thinking: Constructive Thinking

Constructive thinking belongs to the yellow hat because all constructive thinking is positive in its relation to the object. Suggestions are made to improve something. This may be the solution to the problem. Or improving something. Or taking advantage of an opportunity. Either way, the proposal is put forward to bring about some positive change.

One aspect of yellow hat thinking involves response thinking. This is an aspect of positive evaluation that is the opposite of black hat negative evaluation. The person wearing the yellow hat picks out the positive aspects of a given idea, just as the person wearing the black hat picks out the negative aspects.

Thus, yellow hat thinking is the generation of sentences, as well as their positive evaluation. Between these two aspects there is a third - the development, or "construction", of proposals. This is more than just evaluating the proposal - it is further design. The proposal has been modified, improved and strengthened. The third aspect involves correcting the shortcomings that were noticed while wearing the yellow hat. As I said before, a black hat can identify defects, but is not responsible for correcting them.

31. Yellow Hat Thinking: Speculation

Yellow hat thinking goes beyond judgments and suggestions. This certain attitude is hope for a favorable outcome, ahead of the situation. In practice, there is a big difference between objective judgment and the intention to find positive value. It is precisely this desire for something that I designate with the word speculation. The speculative approach of yellow hat thinking should always start with thinking only about possibilities. Speculative thinking should always start with the best possible scenario. In this way, the maximum possible benefit of the idea can be assessed. If the benefit from an idea is small under the best-case scenario, then the idea is not worth pursuing. The probability of the outcome can then be estimated. Ultimately, black hat thinking can highlight areas of doubt.

Part of the yellow hat's function is to explore the positive equivalent of risk, which we call opportunity. The speculative aspect of yellow hat thinking is also associated with insight. Any planning begins with an idea. The excitement and stimulation that a design provides goes far beyond objective judgment. Purpose sets the direction for thinking and action.

32. Yellow Hat Thinking: Relation to Creativity

Yellow hat thinking is not directly related to creativity. The creative aspect of thinking directly relates to the green hat. Creativity is about change, innovation, invention, new ideas and alternatives. A person can be a great yellow hat thinker, but still be unable to produce new ideas. Putting old ideas to good use is the realm of yellow hat thinking. Efficiency rather than novelty characterizes yellow hat thinking. Just as the scooping hat can highlight a mistake and give the yellow hat the opportunity to correct it, the yellow hat can see an opportunity in something and allow the green hat to come up with an original way to use that opportunity.

33. Yellow Hat Thinking: Let's Summarize

The yellow hat is used for positive evaluation. It covers a positive spectrum, ranging from the logical and practical on the one hand, to dreams, plans and hopes on the other. Yellow hat thinking looks for opportunities to express a reasonable optimistic view. Yellow Hat Thinking can be speculative and opportunity-seeking, and also allows one to dream and make plans.

34. Green hat: creative and lateral thinking

Green is the color of fertility and growth. By putting on a green hat, a person goes beyond old ideas to find something better. The green hat is associated with change. The use of a green hat may be more necessary than the use of others. Creative thinking may require provocative statements with obviously irrational ideas. In this case, we need to somehow explain to others that we are deliberately playing the role of a jester or clown, trying to provoke the birth of new concepts. If we are talking not about provocations, but about new ideas, a green hat is needed to protect the tender shoots of the new from the cold emanating from the black hat.

The idiom of creative thinking is not easy for most people to understand. Most people like to feel safe. They like it when they are right. Creativity involves being provocative, exploring and taking risks. A green hat alone cannot make people more creative. However, it can give a person the time and focus to express their creativity.

We cannot demand the end result from a green hat. All we can ask from her is a contribution to our thinking. We can spend some time coming up with new ideas. Despite this, a person may not come up with anything new. The only thing that matters is the time spent searching. You can't tell yourself (or others) to come up with a new idea, but you can tell yourself (or others) to spend some time looking for a new idea. The green hat provides a formal opportunity to do this.

35. Green Hat Thinking: Lateral Thinking

I coined the term lateral thinking in 1967, and now even the Oxford English Dictionary states that I coined the word. The term lateral thinking should have been introduced for two reasons. The first is a very broad and somewhat vague meaning of the word creative. Lateral thinking is narrower and concerns changing concepts and perceptions; these are historically determined stereotypes of thinking and behavior patterns. The second reason is that lateral thinking is based directly on the behavior of information in self-organizing information systems. Lateral thinking is the rearrangement of patterns in an asymmetrical pattern system.

Just as logical thinking is based on the behavior of symbolic language, lateral thinking is based on the behavior of patterned systems. Lateral thinking has the same basis as humor. Both depend on the asymmetrical nature of perceptual patterns. This is the basis for a sudden leap or insight after which something becomes clear.

A huge part of our mental culture is about “processing.” To achieve this, we have developed superior systems including mathematics, statistics, data processing, language and logic. But all of them can only work on the words, symbols and relationships provided by perception. It is perception that reduces the complex world around us to these forms. It is in this area of ​​perception that lateral thinking works and tries to change established patterns.

36. Green Hat Thinking: Movement Instead of Judgment

When we think in the usual way, we use judgments. How does this idea relate to what I already know? How does it relate to my patterns of experience? We reason that it is appropriate or point out why it is not appropriate. Critical thinking and black hat thinking evaluate how well a proposal fits into what we already know.

We can call this the reversed idea effect. We look back at our past experiences to evaluate an idea. Just as a description must correspond to the object itself, we expect ideas to correspond to our knowledge. How else could we say that they are correct? Green hat thinking requires us to apply another idiom: we replace judgment with “motion.” Movement is not simply a lack of judgment. Movement is the use of an idea for its effect of moving forward. We want to see where it takes us.

37. Green Hat Thinking: The Need for Provocation

Reports of scientific discoveries always appear as if the discovery procedure was logical and sequential. Sometimes this is true. In other cases, step-by-step logic is just a look back to evaluate mistakes made in the work. An error or accident occurred, which became a provocation that gave rise to a new idea. Antibiotics were discovered as a result of contamination of experimental glassware with penicillin mold. They say that Columbus decided to cross the Atlantic Ocean only because he made a serious mistake when calculating the distance around the world based on the data of an ancient treatise.

Nature itself creates such provocations. One can never expect that provocation will occur on its own, since thinking excludes it. Its role is to pull thinking out of the patterns that have developed by this time. We can sit and wait for provocations, or we can decide to create them intentionally. This is exactly what happens when the lateral thinking method is applied. The ability to use provocation is an essential part of lateral thinking.

Many years ago I came up with the word By as a symbol denoting an idea expressed as a provocation and for its driving value. If you want, you can decrypt By as a “provocative operation.” By acts as a white flag of truce. If someone approached the castle walls waving a white flag, it would be against the rules to shoot at him. Likewise, if an idea was expressed under protection By, shooting her with the judgment born under the black hat will turn out to be a violation of the rules of the game.

…A polluting factory must be located downstream of its outlet.

This provocation gave birth to a new idea that a factory built on the river bank should use water already polluted by its own activities for its needs. Thus, the factory would be the first to experience the effects of its own environmental pollution.

As we move forward from provocation, three things can happen. We probably won't be able to make any movement at all. We can return to the usual patterns. Or switch to using a new template.

There are also formal ways to create a provocation. For example, one of the simple ways to receive provocation is by contradictory assertion. A very simple way to provoke is to use a random word. To many people, it probably seems unheard of that a random word can help solve a problem. Randomness suggests that the word is not directly related to the problem. However, from the point of view of the logic of asymmetric pattern systems, it is not difficult to see what effect a word chosen at random has. It becomes a new starting point. Reflections for which a random word serves as a starting point can develop in a way that is impossible for thoughts directly related to the problem.

38. Green Hat Thinking: Alternatives

In math class at school, you calculate a sum and get the answer. Then move on to the next task. There's no point in spending more time on the first sum because you've already got the right answer and won't be able to find a better one. For many people, this attitude towards thinking continues into later life. They stop thinking as soon as they find a solution to a problem. They are satisfied with the first suitable answer. However, real life is very different from school problems. There is usually more than one answer. Some solutions are more suitable than others: they are more reliable, more feasible, or require lower costs. There is no reason to believe that the first answer is better than other possible answers.

We consider alternatives and look for other solutions, we can choose the best one. Finding alternative solutions is actually finding the best solution. Understanding alternatives suggests that there is usually more than one way of doing something and more than one way of looking at things. Various lateral thinking techniques are aimed at finding new alternatives.

Many people believe that logical thinking allows one to uncover all possible alternatives. This is true for closed systems, but does not always work in real situations.

Every time we look for an alternative, we do so within a certain level. As a rule, we want to stay within these limits. From time to time we need to challenge the boundaries and move to a higher level.

...You asked me about alternative methods of loading onto trucks. I want to tell you that it is much more profitable to send your products by train.

By all means challenge existing boundaries and change the level from time to time. But also be prepared to find an alternative solution within a certain level. Creativity gets a bad rap when creative people come up with a solution to a different problem than the one they were given. The dilemma remains real: when to work within given limits and when to leave them.

39. Green Hat Thinking: Personality and Abilities

I don't like the idea of ​​creative thinking as a special gift. I prefer to think of creativity as a normal and natural part of everyone's thinking. I don't think you can change a person's personality. But I am sure that if you explain to a person the “logic” of a creative approach, this can forever change his attitude towards creativity. Nobody likes to be considered one-sided. A thinker who looks great in a black hat would like to look at least passable in a green one. The black hat expert doesn't need to feel like he needs to reduce his negativity in order to be creative. When it is negative, it can be just as negative as before (compare this with trying to change personality). Creative thinking is usually in a weak position because it is not considered as a necessary component of thinking. Such a formality as a green hat elevates it to the rank of the same recognized part of thinking as other aspects of it.

40. Green Hat Thinking: What Happens to Ideas?

I have attended many creative sessions where many good ideas were born. However, at the final stage, many of these ideas were ignored by the participants. We tend to pay attention only to the final, reasonable solution. We ignore everything else. But all these cases must be noticed. It should be part of the creative process to shape an idea and adapt it to some purpose so that it comes closer to satisfying two needs. The first need is the need of the situation. An attempt to formalize the idea and make it workable. This is achieved by introducing limiters, which are used as shaping impulses.

The second set of needs that must be satisfied are the needs of the people who are going to act on the idea. Unfortunately, this world is imperfect. It would be nice if everyone could see in an idea the brilliance and potential that is obvious to the originator of the idea. This is not always the case. Thus, part of the creative process is to shape the idea in such a way that it better suits the needs of those who will need to “buy” it.

In some of my works I proposed the role of concept manager. This is the one who is responsible for stimulating ideas, collecting them and looking after them. This is the person who would organize idea generation sessions. He would shove problems under the noses of those who should solve them. This is a person who would monitor ideas in the same way as a financial manager monitors finances.

The next stage is the yellow hat stage. It involves the constructive development of an idea, as well as positive evaluation and the search for associated benefits and values. What follows is black hat thinking. At any stage, the white hat can be worn to provide the data needed to evaluate the idea. The final stage is red hat thinking: do you like this idea enough to continue with it? It may seem strange that the emotional judgment is made at the end. But this is precisely what gives hope that the emotional assessment will be based on the results of a careful study of the black and yellow hats. In the end, if there is no enthusiasm, the idea will most likely not be successful, no matter how good it is.

41. Green Hat Thinking: Let's Summarize

The green hat is associated with creative thinking. Finding alternative solutions is a fundamental aspect of green hat thinking. There is a need to go beyond the known, the obvious, and the satisfactory. When it comes to taking a creative break, the green-hat thinker stops the discussion at any point to reflect on whether alternative solutions currently exist. Within green hat thinking, the concept of movement is used instead of the concept of judgment. Provocation is an important part of green hat thinking and is represented by the word By. It is used to take us beyond our normal thinking patterns. Lateral thinking is a complex of relationships, concepts and techniques (including movement, provocation and By), designed to interrupt patterns in self-organizing asymmetric pattern systems.

42. Blue Hat: Mind Control

When we put on the blue hat, we no longer think about the object; we begin to think about the thinking required to study this object. The blue hat does for thinking what a conductor does for an orchestra. When we wear the blue thinking hat, we tell ourselves (or others) which of the five hats to wear.

Argument time provides a person with a moment to think. This is why many people find it easier to think in a group than alone. Thinking alone requires blue hat structuring. If we are going to use cartographic thinking, we need to have structure. Offense and defense can no longer form a structure.

43. Blue Hat Thinking: Focusing

Focusing is one of the key roles of the blue hat. The focus can be wide or narrow. Wide focus can have multiple specific objects in focus. An important aspect of attention is that it must be voiced in a certain manner. Blue hat thinking should be used to determine the purpose of concentration. Time spent thinking about thinking is not wasted time. Asking a question is the easiest way to focus your thinking.

44. Blue Hat Thinking: Programming

Computers have software that guides them in each specific situation. Computers cannot work without software. One of the functions of blue hat thinking is to develop software for thinking about a particular question.

If the topic evokes strong emotions, it would make sense to put the red hat first on the program. This would bring feelings to the surface and make them visible. Without the red hat, each person would try to express their emotions indirectly, but using additional means such as the black hat. As soon as emotions manifest themselves, a person will be freed from them. The next step might be to put on a white hat.

Now, with the help of the magic of the blue hat, all available proposals should be compiled into an official list. After this, proposals can be divided into categories: proposals requiring individual assessment; proposals requiring further development; suggestions that should simply be taken into account.

Now we could combine the three approaches by using the white, yellow and green hats to look at each proposal and take it to the next level. This is the phase of constructive thinking.

Now you need to put on a black hat, which at the moment plays the role of a sieve. The purpose of the black hat is to indicate the impossibility of implementing certain alternative options.

45. Blue Hat Thinking: Generalizations and Conclusions

The man in the blue hat looks at the thinking hat that is currently on the stage. He is a choreographer, but also a critic who monitors what is happening. The man in the blue hat does not drive the car on the road, but watches the driver. He also pays attention to the choice of route. When we put on the blue hat, we make comments about what we observe. From time to time, the blue hat thinker reviews what has happened and what has been achieved. It is he who stands at the board to make a list of the alternative solutions found.

46. ​​Blue Hat Thinking: Control and Monitoring

At any meeting, the chairman automatically serves as the blue hat. He maintains order and ensures that the agenda is followed. You can give the role of blue hat bearer to someone other than the chairman. The person in the blue hat will then monitor thinking within the limits set by the chairman. The wearer of the blue hat ensures that everyone else adheres to the rules of the game.

In practice, different hats overlap each other very often, and there is no need to be too pedantic about this. Yellow and green hats can change very quickly. The white and red hats overlap each other because facts are mixed with opinions about them. It's also impractical to change hats every time someone makes a remark. What is important is this: once a certain mode of thinking is established, thinkers must consciously make an effort to think in that way. One of the main tasks of control on the part of the blue hat wearer will be to suppress disputes.

47. Blue Hat Thinking: Let's Summarize

The blue hat is the control hat. A man in a blue hat organizes thinking. He expresses ideas about the forms of thinking necessary to study the topic. The thinker in the blue hat is like the conductor of an orchestra: he is the one who announces when it is necessary to wear a particular hat. The thinker in the blue hat determines the object to which thinking should be directed. The blue hat brings focus. It serves to identify problems and pose questions.

Conclusion

The greatest enemy of thinking is complexity, because it leads to confusion. When thoughts are clear and simple, it is enjoyable and will have greater effect. The concept of the six thinking hats is very easy to understand. It is also very easy to apply. Obviously, this idiom will work if all people in the organization are familiar with the rules of the game. For example, all those who are accustomed to meeting to discuss certain issues should learn the meaning of different hats. A concept works best when it becomes something of a common language.

In 2010, Potpourri Publishing House released this book entitled “Thinking Management.” I read exactly that...

Without out-of-the-box thinking and new concepts, moving forward is impossible.

Edward de Bono

The prerequisite for the emergence of the method was the belief that human thinking in the process of life gradually becomes one-sided and acquires stereotypes. This is due to many factors: cultural and social environment, religion, education, instilled ideas about logic, morality, etc. In addition, thought processes are also associated with the mood of the person himself, his emotions, and intuition.

Based on all of the above, E. de Bono proposed 6 ways that can disrupt the brain’s usual state of thinking and decision-making. They are based on considering any problem from different angles. It would seem, what could be simpler? But this is where the first fly in the ointment lies - these ways of organizing thinking, “hat”, are not natural. You first need to learn the technique and only after gaining the necessary experience, “try it on” for yourself.

The 6 hats method is a psychological role-playing game. A hat of a certain color means a separate mode of thinking, and by putting it on, a person turns on this mode. This is necessary to form a holistic opinion about the problem, since, as mentioned above, we most often think about it, which does not contribute to the completeness of the picture. The de Bono technique also allows you to resolve work confrontations and disputes. The ability to look at the subject of discussion from different angles is the key to success. The technique itself requires focusing on various aspects, and, therefore, develops. As a conclusion, we emphasize that, globally, the six hats can be applied in any area related to mental work.

How to use the tool

E. de Bono, speaking about the practice of applying his method, notes the following. Decisions are born from debate, and in it the opinion that is more successfully defended often wins, and not the one that takes into account the interests of the entire team or possible advantages as much as possible. Based on this observation, the author of the technique proposed a significantly different approach - parallel thinking, where six hats are the tool for achieving it. The point is that the problem should be considered not in the struggle of arguments and ideas, but in their unity. In other words, the technique implies choosing the best not through a collision of ideas with the aim of choosing the strongest and most viable, but their parallel peaceful coexistence, in which they are evaluated sequentially, independently of each other.

The use of the six hats technique can be figuratively represented as a drawing with multi-colored pencils. A colorful picture is obtained only when you use the whole gamut of colors. So in the case of de Bono’s method, a complete vision of the situation occurs after all six hats have been put on in turn:

White hat. When we try on this headgear, we focus on the data at our disposal. We are trying to understand what information is missing, where to find it, how to use already known facts and conclusions to solve the problem.

White hat is, in fact, a retrospective method of cognition that is used to identify cause-and-effect relationships and patterns in the development of phenomena.

Red hat. By putting it on, we turn on our intuition and feelings. What does your inner voice tell you? Intuitive guesses and sensations at this stage are very important, since they allow one to judge the emotional background and attitude to the problem through the prism of human feelings. If the discussion is collective, it is important to try to understand other people's answers, the driving forces and the background of the solutions they propose. To do this, everyone needs to be truthful and sincere, not hide their real feelings and experiences.

Black hat. In it you have to be a pessimist, but with a healthy dose of criticism. Proposed solutions to the problem are assessed for possible risks in the future, further development of difficult and unforeseen situations. Try to find weak points in every idea and pay attention to them. The black hat should be used primarily by those who have already achieved success and are accustomed to thinking positively, because often these are the people who tend to underestimate perceived difficulties.

Yellow hat. It is the opposite of black and implies an optimistic, positive view of the problem. Highlight the strengths and benefits of each solution. This is especially important if all the options seem rather gloomy.

Green hat is responsible for creativity, the search for unusual ideas and extraordinary views. No assessments of previously proposed solutions, only their further development by any available means (and other activation tools).

Blue hat is not directly related to the development of a solution. It is worn by the leader - the one who sets goals at the beginning and sums up the work at the end. He manages the entire process - he gives everyone the floor, and monitors compliance with the topic.

More details about each hat and the actions and rules associated with it.

Examples of using the six hats method

How does the technique work? Let's look at an example with a simulated situation taken from one English-language forum.

A construction company planned to build a new office building, but was unsure of its ultimate success. They decided to hold a meeting on this matter using the six thinking hats method. While trying on the white hat, participants analyzed the state of the market, studied reports and economic forecasts, as a result of which they established a downward trend in the number of vacant office spaces and an increase in the number of companies interested in leasing.

At the same time, some of the participants, wearing a red hat, expressed concerns about the proposed building design, considering it ugly and questioning bold forecasts about the relevance of demand. When working with a black hat, company representatives considered the likely risks in case economic growth forecasts do not materialize and a cyclical downturn sets in. Possible losses from the situation were calculated if part of the premises remained unrented.

However, by wearing the yellow hat, the participants concluded that the potential for negative consequences was minimal because the forecasts were supported by real macroeconomic indicators, and the design of the building could be changed to make it more attractive to potential customers. While working with the green hat, suggestions and ideas regarding architectural details were collected, it was decided to make several floors with increased comfort and service forVIP-companies. Throughout the discussion, the chair with the blue hat ensured that ideas were not criticized and that he did not switch between hats.

This is what the algorithm for working with this technique looks like. There are more specific examples: in particular, the six hats method was successfully used by the Australian brand of swimwear and sports accessories "Speedo" to solve the problem of protruding parts of swimsuits that reduced the speed of the swimmer.

Edward de Bono's book The Six Thinking Hats is a unique work by one of the brightest experts in the field of creativity. She talks about an effective method that both adults and children can use. The six hats refer to different ways of thinking: critical, optimistic and others. The essence of the method outlined in the book is to “try on” each of the hats and learn to think from different positions. In addition, practical recommendations are provided on the topic of when which thinking is effective and where it can be applied in order to emerge victorious from any intellectual battle.

This book quickly won an army of fans and was able to help millions of people learn to think in a new way: correctly, effectively and creatively.

About Edward de Bono

Edward de Bono is a well-known specialist in philosophy and has several doctoral degrees in medicine. He worked at the universities of Harvard, London, Cambridge and Oxford.

Edward de Bono gained the greatest fame after he was able to prove that creativity is one of the necessary characteristics in self-organizing information systems. In his 1969 work, The Working Principle of the Mind, he showed that the brain's neural networks have a shaping effect on the asymmetrical patterns that are the basis of perception. According to physics professor Murray Gell-Mann, this book has become decisive for decades in those areas of mathematics that are associated with the theory of chaos, nonlinear and self-organizing systems. De Bono's research provided the basis for the concept and tools.

Summary of the book “Six Thinking Hats”

The book consists of several introductory chapters, twenty-four chapters revealing the main theme, a final part and a block of notes. Next we will look at several basic principles of the Edward de Bono method.

Introduction

Blue hat

The sixth hat differs from the others in its purpose - it is needed not to work on content, but to manage the entire process of work and implementation of the plan. It is usually used at the very beginning of the method to determine upcoming actions, and then at the end to summarize and outline new goals.

Four Types of Hats Uses

The use of six hats is effective, as already mentioned, in the process of any mental work, in any area and at a variety of stages. For example, in the personal sphere, the method can help, evaluate something, find a way out of a difficult situation, and so on.

When used in groups, the technique can be considered as a variation. It can also be used for conflict resolution and, again, in planning or evaluation. Can also be used as part of a training program.

It would not be amiss to note that the Six Thinking Hats method is used in their work by such companies as DuPont, Pepsico, IBM, British Airways and others.

Four uses of the six hats:

• Put on your hat
• Take off your hat
• Change hat
• Denote thinking

Method rules

When used collectively, the Six Thinking Hats method is based on the presence of a moderator who manages the process and enforces discipline. The moderator is always present under a blue hat, taking notes and summarizing the findings.

The facilitator, starting the process, introduces all participants to the general principles of the method and indicates the problem required to be solved, for example: “Our competitors have offered us a partnership in the field... What to do?”

The process begins with all participants putting on the same hat together and looking at the situation appraisingly in turn, based on the angle that corresponds to a particular hat. The order in which the hats will be put on does not really matter, but you still need to follow some order.

You can, for example, try to do this:

Discussion of the topic begins with a white hat, because... all available information, numbers, conditions, data, etc. are collected. This information is then discussed in a negative way (black hat), and even if the situation has many advantages, disadvantages may still exist - they need to be found. After this, you need to find all the positive features (yellow hat).

Once the problem has been examined from every angle and the maximum amount of data has been collected for subsequent analysis, you need to put on the green hat. This will allow you to see new features beyond the existing proposals. It is important to enhance the positive aspects and weaken the negative ones. Each participant can put forward their own proposal.

Next, new ideas are subjected to another analysis - the black and yellow hats are put on again. But it is very important to provide participants with the opportunity to relax (red hat) from time to time. However, this should happen infrequently and not for long. Thus, by trying on all six hats, using different sequences, over time you will have a chance to find the most optimal sequence, which you will follow further.

At the conclusion of the parallel thinking group, the moderator should summarize and present the results to the participants. It is important that he keeps control of all the work and does not allow participants to wear several hats at the same time - this is the only way to ensure that ideas and thoughts do not get confused.

The Six Thinking Hats method can be applied in a slightly different way: each participant can wear a different hat during the process. But in such a situation, the hats should be distributed so that they do not fit the type of participants. For example, an optimist can wear a black hat, an avid critic can wear a yellow hat, an unemotional person can wear a red hat, an idea generator can wear a green hat, etc. This allows participants to reach their maximum potential.

Naturally, the “Six Thinking Hats” method can be used by one person to solve various problems and find answers to certain questions. Then the person himself changes hats, each time thinking from a new position.

Finally

You can learn more about how Edward de Bono’s technique is used, as well as study all its features without exception, by reading the wonderful book “Six Thinking Hats.” Be sure that after reading it, your personal productivity will increase as much as possible.