Six Thinking Hats Buchzusammenfassung - das Wichtigste aus Six Thinking Hats

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Zusammenfassung von Six Thinking Hats

Name: Six Thinking Hats
Rating: 4.5 (186 reviews)
Author: Edward de Bono

Edward de Bono

A revolutionary approach to get the most out of working in a group

4.5 (186 Bewertungen)

20 Min.

Themen

Teamwork Führung

Inhaltsübersicht

Six Thinking Hats
in 9 Kernaussagen verstehen

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Kernaussage 1 von 9

What’s in it for me? Learn how to brainstorm with the utmost efficiency.

Many of us feel like our thoughts are always muddled; that they come to us without any rhyme or reason – emotions mix with rational thoughts, memories and hopes for the future – to form a tangled web that makes it difficult to think clearly, especially when it comes to making decisions.

And yet, since thinking is a skill like any other, we actually can take active steps to improve it.

This book presents a complete system for making better decisions by untangling the complex web of thoughts that hamper our thinking.

The Six Hats method aims to compartmentalize these different kinds of thoughts in a way that allows each of them the time they deserve without letting them disrupt your thinking process.

After reading these blinks, you’ll learn

when it’s best to spill your emotions;
why it’s so important to avoid eating the wrong berries; and
how one company solved a problem that was costing it $100,000 per day in only 12 minutes.

The six hats are tools that help us to conceive new ideas and improve thinking.

What’s the main obstacle in the way of thinking clearly? The answer: confusion.

When we process information, we confront a number of varying thoughts simultaneously: ones that are emotional, informational, logical, creative and future-oriented. Trying to process them all at once is like trying to juggle too many balls.

The solution? The Six Hats method.

In this method, each “hat” has its own, easy-to-remember color – white, red, black, yellow, green, or blue – that represents a certain type of thinking.

Here’s how it can come in handy.

Let’s say you’re a manager and you want to know your team’s emotional reaction to something. But you know they won’t show their true emotions directly: people are afraid to be judged because of their emotions and would rather avoid the subject.

However, since everyone on the team knows that the red hat represents emotional thoughts, you could instead say “Let’s try the red hat on” and the neutrality of the color allows the team to think emotionally without feeling embarrassed.

That’s why, in practice, the hats are only referred to by color, never by function.

Furthermore, the Six Hats method ensures that the entire group is thinking the same way.

Imagine you’re at a gathering at a large house: one person is standing in the front yard, another in the back yard, another on the roof, another in the dining room, and one on either side. Each person has a different view of the house: from the side it appears very long, while from the front it seems quite short.

Now, think about each perspective as a different hat. If you want to view a topic from the same vantage point, you’ll all need to be wearing the same hat.

The six hats, therefore, enable your team in order to engage in parallel thinking, in which everyone views the problem from the same perspective.

When using the six hats, keep some rules in mind.

There are two ways to wear these hats: in single use or in sequence.

When the hats are used singly, they function as symbols indicating that you want to concentrate on a particular type of thinking.

The white hat involves thinking like a computer: look for data and information.

Imagine role-playing as a computer: you’d compute calculations and regurgitate facts in a neutral, objective manner – all in your best robot voice, of course. And you could forget about interpretation – that wasn’t programmed into your software! You only care about the facts.

That’s what thinking with the white hat is like.

Be honest with your emotions when you wear the red hat.

So what’s the opposite of neutrality, objectivity and raw data? That would be the red hat, representing fire and warmth. Prepare to get emotional!

Wearing the red hat gives your team members an opportunity to express their feelings, emotions and intuition without any need to explain or justify them.

The black hat cautions you against looming dangers and negative outcomes.

Imagine you’re wearing your black judge’s robes as you preside over a murder trial. You’re the one responsible for weighing all evidence with the utmost scrutiny and prudence – after all, someone’s life is hanging in the balance.

That’s what it’s like to wear the black hat: you stay within the law, point out difficulties and problems, and hold tight to values and ethics.

The yellow hat lets you play the role of the eternal optimist.

Have you ever had one of those moments when everything seemed right in the world? When everything had a silver lining? Those moments occur when you think with the yellow hat, characterized by optimism and a focus on potential benefits.

The yellow hat is harder to master than the black hat: our mind is naturally inclined to warn us against danger, not seek out sunshine and rainbows.

The green hat makes space for the zaniest ideas.

Now it’s time to get creative! The green hat is all about new ideas, concepts, alternatives and alternatives to alternatives.

These include both the obvious alternatives to the status quo as well as fresh, zany ideas. Wearing the green hat means being open to any possible improvements to your situation and to consider crazy alternatives that might seem impossible!

The blue hat is about process control at any time.

The blue hat is the hat for “thinking about thinking.” Like a hawk flying high into the blue sky to gain a better perspective of the fields below it, the person wearing the blue hat aims to get an overview of the other hats.

The blue hat is used at the beginning of a thinking session to define the purpose and aim of your session. It might define a particular problem that needs to be addressed or the parameters of your brainstorming session.

The Six Hats method will save you time, money and headaches.

Now that you’ve learned all about the Six Hats method, you might be wondering why you should adopt this strategy over others. There are three main reasons why the Six Hats method is so successful.

First of all, it saves time.

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Worum geht es in Six Thinking Hats?

Six Thinking Hats offers you valuable tools for group discussions and individual decision making. The book shows ways to compartmentalize different ways of thinking to help you and your group use your brains in a more detailed, cohesive and effective way.

Bestes Zitat aus Six Thinking Hats

Just the facts please – without the argument.

—Edward de Bono

Wer Six Thinking Hats lesen sollte

Anyone in a position of leadership
Anyone responsible for facilitating effective communication
Anyone who wants to make better decisions and improve their thinking

Über den Autor

Edward de Bono was a Rhodes Scholar at Oxford and has held faculty appointments at the universities of Oxford, Cambridge, London and Harvard. In addition to his academic career, he has offered consultation to many multinationals, including IBM, Procter & Gamble, Shell and Ford. His bestselling books include Lateral Thinking, De Bono’s Thinking Course and Teach Your Child How to Think.

Kategorien mit Six Thinking Hats

Kreativität Beruf & Karriere Psychologie

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