Ebook Six Thinking Hats, by Edward de Bono
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Six Thinking Hats, by Edward de Bono
Ebook Six Thinking Hats, by Edward de Bono
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YOUR SUCCESS IN BUSINESS DEPENDS ON HOW WELL YOU THINK Six Thinking Hats can help you think better-with its practical and uniquely positive approach to making decisions and exploring new ideas. It is an approach that thousands of business managers, educators, and government leaders around the world have already adopted with great success. "The main difficulty of thinking is confusion," writes Edward de Bono, long recognized as the foremost international authority on conceptual thinking and on the teaching of thinking as a skill. "We try to do too much at once. Emotions, information, logic, hope, and creativity all crowd in on us. It is like juggling with too many balls." The solution? De Bono unscrambles the thinking process with his "six thinking hats": * WHITE HAT: neutral and objective, concerned with facts and figures * RED HAT: the emotional view * BLACK HAT: careful and cautious, the "devil's advocate" hat * YELLOW HAT: sunny and positive * GREEN HAT: associated with fertile growth, creativity, and new ideas * BLUE HAT: cool, the color of the sky, above everything else-the organizing hat Through case studies and real-life examples, Dr. de Bono reveals the often surprising ways in which deliberate role playing can make you a better thinker. He offers a powerfully simple tool that you-and your business, whether it's a start-up or a major corporation-can use to create a climate of clearer thinking, improved communication, and greater creativity. His book is an instructive and inspiring text for anyone who makes decisions, in business or in life.
- Sales Rank: #12702 in Books
- Color: White
- Brand: De Bono, Edward
- Published on: 1999-08-18
- Original language: English
- Number of items: 1
- Dimensions: 8.38" h x .50" w x 5.50" l, .45 pounds
- Binding: Paperback
- 192 pages
About the Author
Dr. Edward de Bono is widely regarded as the leading authority in the direct teaching of creative thinking. He is the originator of the term "lateral thinking," and his books have been translated into thirty-seven languages.
Most helpful customer reviews
132 of 142 people found the following review helpful.
Pass the Idea
By Robert Morris
I presume to suggest that you read this book before you read de Bono's Six Action Shoes and strongly urge you to read both. As he explains in Chapter 6, "The first value of the six thinking hats is that of defined role-playing....[the second] is that of attention directing....[the third] is that of convenience....[and the fourth] is the possible basis in brain chemistry" which de Bono outlines in the previous chapter.
What about the hats? The conceit is brilliant. Each hat is of a different color: white, red, black, yellow, green, and blue. De Bono assigns to each a quite specific combination of qualities and characteristics. Since childhood, my favorite color has always been green. Here is what de Bono says about it: "Green is grass, vegetation, and abundant., fertile growth. The green hat indicates creativity and new ideas." De Bono also briefly characterizes the other colors and then devotes an entire chapter to discussing each of them in depth.
According to the subtitle, de Bono provides "an essential approach to business management." That is true. He helps his reader to increase various reasoning skills through carefully defined and structured role-playing, and, by directing and then focusing attention where it is needed most. How? By understanding and then developing entirely different perspectives which the various hats represent: White (neutral and objective), Red (powerful emotions), Black (gloomy and negative), Yellow (sunny and positive), Green (fertile and creative), and Blue (logical and in control). You get the idea. De Bono urges his reader to SEE all of the hats while associating with each its own defining qualities and characteristics.
Here's an exercise (inspired by Bono ideas) which will work very well with those who have been required to read Six Thinking Hats prior to getting together to brainstorm. Buy several of those delightful Dr. Seuss hats (at least one of each of the six different colors, more if needed) and keep the hats out of sight until everyone is seated. Review the agenda. Review what de Bono says about what each color represents. Then distribute the Dr. Seuss hats, making certain that someone is wearing a hat of each color. Proceed with the discussion, chaired by a person wearing a Blue or White hat. It is imperative that whoever wears a Black hat, for example, be consistently negative and argumentative whereas whoever wears a Yellow must be consistently positive and supportive. After about 15-20 minutes, have each person change to a different colored hat. Resume discussion. Thanks to de Bono and (yes) to Dr. Seuss, you can expect to have an especially enjoyable as well as productive session.
In addition to de Bono's Six Action Shoes, there are other excellent books also worthy of your consideration. They include those written by Guy Claxton, Michael Michalko, Joey Reiman, and Roger von Oech.
54 of 58 people found the following review helpful.
Improved Parallel-Thinking Process for Evaluating Issues
By Donald Mitchell
Seldom do I find a legitimate improvement on existing thinking processes, but there certainly is one in Six Thinking Hats. De Bono reports that this process reduces time spent in meetings by 20 to 90 percent, based on experiences reported to him since the book was first published. It also seems that many people feel that the evaluations that emerge are more useful ones, as well.
De Bono himself makes this statement: "The Six Thinking Hats method may well be the most important change in human thinking for the past twenty-three hundred years." You'll have to decide for yourself, if the book lives up to that claim.
De Bono diagnoses the fundamental problem of decision-making as being muddled thinking. Groups are simply not well equipped to deal with a wide range of data and perspectives simultaneously. The meeting often bogs down into conflicts of personalities and over focus on inimportant points. By creating a simpler way to think about issues, de Bono claims to eliminate many of these problems.
The process is not one that I have used, but it makes sense to me as an improvement over less structured evaluation methods. It can be used by an individual or a group working together. The amount of structure you use can be high, or you can be more ad hoc.
People learn best when they are playing, and the six hat approach clearly encourages a spirit of play. By giving each person a role (and each person eventually playing all of the roles), the method reduces the amount of personality-based conflict, encourages more participation, and gives validation to many different ways to present the question at hand. This should make each person feel more affirmed and invested in the process. Also, since the route is focused on getting lots out on the table, it also suspends judgment longer so that more ideas can emerge. As such, it is closer to the Japanese method of making evaluations than the American one (as de Bono points out).
Here is the color scheme. Blue is the process coordinator (like the conductor of an orchestra) and starts and leads off the meeting (plus helps keep it on process) -- except sometimes it is better to have red finish just after blue summarizes at the end.
Red goes second, and represents emotions and feelings to present both positive and negative emotional reactions, as well as more subtle things like intuition.
It seems to be more free form from there. Let's go to yellow next, which is speculative and positive -- the optimistic side of the case. This view is to open up the possibilities.
Naturally, that has to be balanced by looking at the downside, which is black (cautious and careful). This hat is normally worn the most in evaluations, and can easily be overdone. The idea is not to be negative, but to search out the risks.
White plays an important, but neutral, role -- pointing out the facts that are known or are likely to be true. Care in characterizing what is known is important.
Green is the wild card -- finding alternatives. This color connects very well with de Bono's original claim to fame, as someone who has good ideas for stimulating individual creativity. By giving each person a role in being creative in a meeting, he extends that focus in a useful way
De Bono makes two interesting comments about how all this leads to decisions: "In the end, all decisions are really red hat." But we should assume that it is a more informed set of emotions and feelings than would exist otherwise. "Decisions seem to make themselves." Knowing how painful decisions are in many circumstances, if that were the only benefit, that would be enough to make this book essential.
My suggestion is that you give this process a trial run with something unimportant before unleashing it on a big issue. Otherwise, you might be stalled by lack of understanding about how the process works. Keep practicing until you are satisfied that it is working well.
Good luck with overcoming your stalled thinking about making decisions and the issues that face you and your organization!
Donald Mitchell
Coauthor of The Irresistible Growth Enterprise (available in August 2000) and The 2,000 Percent Solution
(donmitch@fastforward400.com)
0 of 0 people found the following review helpful.
Gives great insight on how to address a problem or generate ...
By Kellen Chen
Gives great insight on how to address a problem or generate a new idea from all sides. Makes great points and provides good suggestions for how to lead a group and get them to all think with the different hats (perspectives).
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