Parallel Thinking with the Six Thinking Hats Method

Why This Matters

The biggest barrier to effective thinking is confusion.

When people discuss problems, they often mix facts, emotions, and opinions at the same time. This makes the conversation unclear and leads to conflict.

A structured way to separate different types of thinking can help teams slow down, reduce confusion, and make better decisions.

What This Framework Is

The Six Thinking Hats® method, developed by psychologist and author Edward de Bono, is a structured approach designed to improve clarity and decision-making in group discussions.

Instead of allowing multiple perspectives to compete at once, this method encourages participants to focus on one mode of thinking at a time. Each mode is represented by a different colored hat.

By separating thinking into clear stages, groups can explore ideas more thoroughly and avoid confusion caused by overlapping viewpoints.

This approach is often referenced in discussions about teamwork, education, problem-solving, and systems thinking.

What Are the Six Thinking Hats?

Each hat represents a specific perspective. During a discussion, participants intentionally adopt one perspective at a time.

White Hat (Facts & Data)

The white hat focuses on information and evidence.

When using this perspective, attention is placed on what is known, what data is available, and what information is still missing.

• Focus on objective facts and relevant data
• Identify information gaps and uncertainties
• Ask neutral questions to clarify what is known
• Avoid judgment, interpretation, or personal bias

Green Hat (Creativity)

The green hat represents creative and exploratory thinking.

This perspective encourages participants to generate new ideas and alternatives without evaluating them too early.

• Encourage brainstorming and idea generation
• Explore new possibilities and alternatives
• Look for unconventional or unexpected approaches
• Support experimentation and creative thinking

Yellow Hat (Positive View)

The yellow hat focuses on positive thinking and potential benefits.

When using this perspective, participants examine strengths, value, and possible positive outcomes.

• Highlight benefits and advantages
• Identify opportunities and strengths
• Consider best case scenarios
• Maintain an optimistic and constructive mindset

Black Hat (Critical View)

The black hat emphasizes caution and critical evaluation.

This perspective helps identify risks, weaknesses, and potential problems before decisions are made.

• Identify risks and potential drawbacks
• Point out weaknesses and obstacles
• Challenge assumptions logically
• Focus on what could go wrong, without proposing solutions

Red Hat (Feelings and Intuition)

The red hat represents emotions and intuition.

This perspective allows participants to express feelings and instinctive reactions without needing to justify them logically.

• Share emotions and intuitive responses
• Express gut feelings and personal reactions
• Recognize emotional influences on decisions
• Accept subjectivity as part of the process

Blue Hat (Process Control)

The blue hat is concerned with managing the thinking process itself.

This role is typically taken by a facilitator or group leader who ensures structure and flow.

• Define goals, agenda, and discussion rules
• Guide the sequence of thinking perspectives
• Keep the discussion organized and focused
• Summarize insights and support decision-making

When to Use This Model

This structured thinking approach is most useful when discussions feel unfocused or emotionally charged.

It is particularly helpful in situations where facts, opinions, emotions, and ideas are mixed together, making it difficult for teams to think clearly or move forward.

You may consider using this model in the following situations:

• Team discussions that become repetitive or lack clear direction
• Problem-solving sessions where creativity and critical thinking need better balance
• Decision-making conversations involving multiple stakeholders or strong viewpoints
• Complex topics where emotional reactions and rational analysis are both important
• Group settings that benefit from a shared structure to slow down thinking

By separating different modes of thinking, teams can reduce friction, explore ideas more thoroughly, and create space for more balanced and deliberate conversations.

Tips for Practical Use

• The order of perspectives can be adjusted depending on the situation
• Not every discussion requires all six perspectives
• The value of each perspective depends on context and group dynamics
• Like any thinking skill, effectiveness improves with practice
• Setting time limits for each perspective helps maintain focus