1. From the work of Edward deBono
Six Thinking Hats
From the work of Edward deBono

2. Purpose
To process and discuss the ACR report utilizing parallel thinking via the six hats

3. What is parallel thinking?
At any moment everyone is looking in the same direction.

4. The six hats widen our lens:
Six colors of hats for six types of thinking
Each hat identifies a type of thinking
Hats are directions of thinking
Hats help a group use parallel thinking
You can “put on” and “take off” a hat

5. Six colors… White: neutral, objective Red: emotional, passionate
Black: serious, somber
Yellow: sunny, positive
Green: growth, fertility
Blue: cool, sky above

6. …and six hats White: objective facts & figures; data & information
Red: emotions, feelings, & intuitions
Black: cautious, careful, & critical judgment
Yellow: hope, positive & beneficial
Green: creativity, ideas & lateral thinking
Blue: process control & organization of thinking (thinking about thinking)

7. Wearing the hats Direction, not description
Set out to think in a certain direction
“Let’s have some black hat thinking…”
Not categories of people
Not: “He’s a black hat thinker.”
Everyone can and should use all the hats
Not right v. wrong
Thinking through the issues from multiple points of view.
Surfacing potential gaps
Use in whole or in part

8. Benefits of Six Thinking Hats
Provides a common language
Experience & intelligence of each person (Diversity of thought)
Use more of our brains
Helps people work against type, preference
Removal of ego (reduce confrontation)
Save time
Focus (one thing at a time)
Create, evaluate & implement action plans

9. The Blue Hat Thinking about thinking Instructions for thinking
The organization of thinking
Control of the other hats
Discipline and focus

10. The Blue Hat Role Control of thinking & the process
Begin & end session with blue hat
Facilitator, session leader’s role
Choreography
Open, sequence, close
Focus: what should we be thinking about
Asking the right questions
Defining & clarifying the problem
Setting the thinking tasks

11. Open with the blue hat… why we are here what we are thinking about
definition of the situation or problem
alternative definitions
what we want to achieve
where we want to end up
the background to the thinking
a plan for the sequence of hats

12. …and close with the blue hat
What we have achieved
Outcome
Conclusion
Design
Solution
Next steps

13. White Hat Thinking Neutral, objective information Facts & figures
Review existing information, search for gaps, analyze past trends
Questions:
What information do we have?
What information do we need?
What information is missing?
What questions do we need to ask?
Is it fact or belief? (checked facts v. believed facts)
Excludes opinions, hunches, judgments
Removes feelings & impressions

14. Red Hat Thinking Emotions & feelings
Hunches, intuitions, impressions, gut instincts
Doesn’t have to be logical or consistent
No justifications, reasons or basis
Consider how other people will react emotionally

15. Red Hat Questions What is your gut reaction to the ACR?
What is your opinion?
What do you like or not like?
What emotions are involved (fear, anger, hatred, suspicion, enthusiasm, joy)?

16. Yellow Hat Thinking Positive & speculative
Positive thinking, optimism, opportunity
Benefits
Best-case scenarios
Exploration

17. Yellow Hat Questions
What ideas, suggestions, or proposals are there for how to navigate communication of and issues surrounding the ACR?
What is the value/benefit in how this ACR system has been designed?
What positives do you see?
What could be done to make this more effective?
Under what conditions will this work?
What is your vision for how this can move forward?

18. Green Hat Thinking New ideas, concepts, perceptions
Deliberate creation of new ideas
Alternatives and more alternatives
New approaches to problems
Creative & lateral thinking

19. Green Hat Questions Let’s think “outside the box.”
What are some fresh ideas or approaches?
This is the time for any wild or crazy or “far out” idea.
What are all of our alternatives?
How can we reshape a certain idea?
We’ve always done it this way; let’s “green hat” it … how else can we do it?

20. Black Hat Thinking Cautious and careful
Logical negative – why it won’t work
Critical judgment, pessimistic view
Separates logical negative from emotional
Focus on errors, evidence, conclusions
Logical & truthful, but not necessarily fair

21. Black Hat Questions What will happen if we take this action?
What can go wrong if we proceed with this idea or implement this suggestion?
What are the weaknesses that we need to overcome?
How does this fit with other work ongoing in the state and in districts?

22. Six hats summary Blue: control & organization of thinking
White: objective facts & figures
Red: emotions & feelings
Yellow: hope, positive & speculative
Green: creativity, ideas & lateral thinking
Black: cautious & careful

23. Red Hat Questions What is your gut reaction to the ACR?
What is your opinion?
What do you like or not like?
What emotions are involved (fear, anger, hatred, suspicion, enthusiasm, joy)?

24. Yellow Hat Questions
What ideas, suggestions, or proposals are there for how to navigate communication of and issues surrounding the ACR?
What is the value/benefit in how this ACR system has been designed?
What positives do you see?
What could be done to make this more effective?
Under what conditions will this work?
What is your vision for how this can move forward?

25. Group Process Describe the group’s interactions.
What themes emerged from the conversation?

26. Additional Comments
What else will be important as we navigate the ACR?

27. Asking the right question
We can’t get the right answer if we ask the wrong question
Crucial blue hat skill
One technique: five whys