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

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

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

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

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

…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)

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

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

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

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

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

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

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

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

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)?

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

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?

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

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?

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

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?

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

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)?

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?

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

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

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