Do you want to conduct the six thinking hats exercise with your teams?
Edward de Bono developed the Six Thinking Hats method to improve group decision-making by separating different modes of thinking. This lateral thinking technique encourages teams to look at problems from six distinct perspectives rather than arguing over a single point of view. By wearing different “hats,” participants can switch between logic, emotion, caution, optimism, creativity, and control without confusion.
In this article, let’s see how you can facilitate this powerful activity to foster collaboration and enhance problem-solving skills within your group.
Here is an overview of the sections in this article:
- The core objectives of the six thinking hats exercise
- Five variations of the exercise, including the classic version
- Essential tips for successful facilitation
- Frequently asked questions
So, let’s get started!
Objective of the Activity
The Six Thinking Hats activity serves as a structured framework to move teams away from chaotic arguments toward parallel thinking. It aligns the collective intelligence of the group so everyone focuses on the same aspect of a problem at the same time.
Here are the key objectives that make this exercise vital for high-performing teams.
Enhancing Decision-Making Quality
Most poor decisions stem from a lack of information or an excess of emotion clouding the facts. This activity forces the team to segregate facts from feelings. By isolating the “White Hat” for data and the “Red Hat” for emotions, the group ensures that decisions are grounded in reality but also respect gut instincts. This comprehensive approach prevents the team from overlooking critical risks or dismissing potential benefits too early in the process.
Reducing Meeting Conflict
Meetings often devolve into power struggles where one person advocates for an idea while another attacks it. This adversarial approach kills momentum. This objective focuses on directing energy toward the subject rather than each other. When everyone wears the “Black Hat” simultaneously, they all look for risks together. This shared direction removes the ego from the critique.
Boosting Creative Output
Creativity often gets stifled by immediate judgment or practical constraints during standard brainstorming sessions. The “Green Hat” objective creates a protected space specifically for new ideas. During this phase, the team suspends judgment entirely to focus on growth. This dedicated time allows even conservative team members to offer wild alternatives without fear of ridicule.
Improving Time Efficiency
Disorganized discussions can drag on for hours without reaching a conclusion. The “Blue Hat” objective is to manage the thinking process itself. By defining exactly what the group is thinking about and for how long, meetings become significantly shorter. Teams reach consensus faster because they are not switching back and forth between arguing and generating ideas.
Fostering Inclusive Participation
In many teams, the loudest voices dominate the conversation while quieter members stay silent. This activity levels the playing field by requiring everyone to adopt the specific mindset of the current hat. A naturally cautious person must try to find benefits under the “Yellow Hat,” while an optimist must look for dangers under the “Black Hat.” This ensures every voice contributes to every aspect of the solution.
5 Variations of the Six Thinking Hats Exercise
Here are 5 variations of the activity designed to fit different team dynamics and time constraints.
#1. The Classic Rapid Rotation
This version follows the standard sequence of the methodology but uses strict time limits to keep energy high. It is best for teams new to the concept who need a guided experience through all six perspectives.
Time: 10-20 minutes
Materials: Six colored cards or actual hats, a whiteboard, markers, and a timer
Participants: 3-8 people per group
Instructions
- Present a specific problem statement or decision that the teams need to make clearly on the whiteboard.
- Explain that each team will “wear” one color at a time together for a short burst of focused thinking.
- Rotate through the hats in this order: Blue (Process), White (Facts), Red (Feelings), Black (Risks), Yellow (Benefits), Green (Creativity), and end with Blue (Action Plan).
- Set a strict timer for 2 minutes per hat to ensure the team move quickly. For instance, shout “Switch to Yellow!” and ask the team to list only positive values for exactly 120 seconds before moving on.
Debrief
- Which hat was the most difficult for you to wear and why?
- How did separating facts from emotions change your perspective on the problem?
- What surprised you about the ideas generated during the Green Hat phase?
#2. The Hat Station Circuit
This kinetic variation gets people moving around the room to different stations. It works exceptionally well for groups that have low energy or need a break from sitting.
Time: 10-20 minutes
Materials: Flip chart paper, colored markers, tape, and open wall space
Participants: 3-8 people per group
Instructions
- Place six large sheets of flip chart paper on the walls around the room, with each sheet labeled with a specific hat color.
- Assign the groups to start at a specific station based on the logic of the problem, usually starting with White or Blue.
- Instruct each group to physically move to the next poster every 2 or 3 minutes.
- Ask participants to write their thoughts directly on the specific colored poster. For example, when standing at the “Black Hat” station, the group must only write down potential failure points on that specific paper.
Debrief
- Did moving around the room help you think more clearly? If so, why?
- Which station had the most comments written on it?
- How did seeing the thoughts visually organized by color help you understand the issue?
#3. The Opposing Viewpoints Duel
This variation splits the group to intentionally explore conflicting perspectives simultaneously. It is useful when a team is deadlocked or needs to thoroughly vet a controversial decision.
Time: 10-20 minutes
Materials: Two distinct sets of colored cards (Yellow/Black and Green/Red), and notepads
Participants: 3-8 people per group
Instructions
- Divide your main group into two smaller sub-teams facing each other.
- Assign one sub-team the “Yellow Hat” (optimism) and the other sub-team the “Black Hat” (caution) for the first round.
- Have them debate the specific topic for 5 minutes using only the perspective assigned to their current team.
- Swap the roles halfway through so the optimists must become critics. For instance, ask the team that just listed all the benefits to suddenly switch gears to list all the dangers of the same plan.
Debrief
- How did it feel to argue for a side you might not personally agree with?
- Did the opposing team raise valid points you had missed? If so, why?
- Which perspective is currently stronger for this specific project and why?
#4. The Solo Hat Focus
This variation assigns a specific hat to an individual rather than the whole group. It ensures that every perspective is championed by at least one person during a general discussion.
Time: 10-20 minutes
Materials: Colored badges or stickers, and a central problem statement
Participants: 3-8 people per group
Instructions
- Assign a single unique hat color to each participant at the start of the meeting.
- Instruct each person that they are responsible for championing that specific viewpoint throughout the discussion.
- Open the floor for a general 10-minute discussion on the problem.
- Empower the Blue Hat facilitator to call on specific people if their perspective is missing. For example, the facilitator might ask, “We haven’t heard from the Red Hat yet; how does this decision feel to you intuitively?”
Debrief
- Did you feel restricted by your assigned role? If so, why?
- Did having an assigned role make it easier to speak up? If so, why?
- How did the conversation differ from our usual unstructured meetings?
#5. The Silent Brainstorming Sort
This is a quiet, reflective variation ideal for introverted teams or complex topics requiring deep thought. It allows for high-volume idea generation without verbal interruption.
Time: 10-20 minutes
Materials: Sticky notes in six different colors (matching the hats), pens, and a large table
Participants: 3-8 people per group
Instructions
- Provide every group member with a stack of sticky notes in all six colors.
- Set a timer for 10 minutes of absolute silence.
- Ask group members to write one thought per sticky note, ensuring they use the correct color for that thought.
- Have everyone place their notes on a central board or table as they write them. For instance, if someone has a creative idea, they must write it on a green sticky note.
Debrief
- Was it easier to generate ideas without the pressure of speaking? If so, why?
- Look at the color distribution on the board; which color is dominant and why?
- What does the lack of certain colors tell us about our view of this problem?
Tips for Successful Facilitation
Facilitating the Six Thinking Hats requires a strong hand to keep the team from slipping back into chaotic argument modes. The facilitator must act as the “Blue Hat” throughout the session to maintain discipline and focus.
Here are five tips to ensure your session runs smoothly and achieves its goals.
Maintain Strict Discipline with Colors
The power of this activity lies entirely in the separation of thinking modes. If someone starts offering solutions (Green) while the group is analyzing facts (White), you must gently correct them immediately. Allow no overlapping of modes during the focused rounds. You can say something like, “That is a great point, but please save it for our Yellow Hat round in two minutes.” This discipline trains the brain to focus.
Manage Time Aggressively
Short bursts of intense thinking are better than long, drawn-out periods of analysis. Keep the time limits short to create a sense of urgency. If you give a team 10 minutes for the “Black Hat,” they will find reasons to be depressed about the project forever. Limiting it to two minutes forces them to identify only the most critical risks. Keep the energy high by using a visible timer.
Create Psychological Safety
Participants must feel safe to express their true thoughts, especially during the Red Hat (feelings) phase. Make it clear that no justification is needed for feelings expressed during this specific round. If someone says, “I just don’t like this deal,” do not ask them why. Validating their intuition without demanding logic encourages honesty. This prevents hidden resentments from sabotaging the project later.
Use Visual Aids
Abstract concepts can be hard to grasp for some team members. Always use physical props or visual reminders of which hat is currently in play. Put a picture of the colored hat on the screen. You can also place a physical colored object in the center of the table. This visual anchor helps wandering minds return to the correct mode of thinking quickly.
Watch for Dominant Personalities
Some individuals naturally gravitate toward one type of thinking, such as the critical Black Hat. Do not let these individuals derail the positive Yellow Hat or creative Green Hat sessions. Remind them that their intelligence is shown by how well they can perform the current hat’s function. Challenge them to be the best “Yellow Hat” thinker in the room for that specific segment.
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Final Words
The Six Thinking Hats activity is more than just a game; it is a fundamental shift in how teams process information. By separating ego from intellect, you create a pathway for genuine collaboration. Teams learn to view problems holistically rather than through their own limited biases. Regularly practicing this method will train your employees to apply this multi-faceted thinking even without the props. Use these variations to keep your decision-making process fresh, efficient, as well as inclusive.
FAQ: Six Thinking Hats Exercise
You might have these questions in mind.
What if we do not have six people for the activity?
You do not need exactly six people to run this activity effectively. The “hats” represent modes of thinking rather than specific roles for individuals. A single person can wear all the hats sequentially, or a group of three can rotate through them together. The methodology works regardless of group size as long as everyone focuses on the same color simultaneously.
Can we change the order of the hats?
Yes, the order is flexible and should be adapted to the specific situation you are facing. If you are evaluating a new idea, you might start with Yellow to see the value before critiquing it with Black. If you are solving an emotional crisis, starting with the Red Hat allows people to vent before looking at White Hat facts. The Blue Hat should always bookend the session to set the stage and close the plan.
How do we handle a team member who refuses to participate properly?
Resistance usually comes from a misunderstanding of the method’s value. Explain that this is a role-playing experiment to speed up the meeting. If someone persists in being critical during a creative round, ask them specifically to “play the game” for just two minutes. Frame it as a challenge to their versatility rather than a correction of their behavior.
Is this activity suitable for remote teams?
This exercise translates perfectly to virtual environments. You can use digital whiteboards to capture ideas under different colored columns. The facilitator can change their video background color to match the current hat. It is actually easier to control the timing in a virtual setting using screen-shared timers.
How often should we use this technique?
You should not use the full formal process for every minor decision. Save it for complex problems, stalled projects, or high-stakes strategic planning. However, you can use individual hats in daily conversation, such as asking for “some Green Hat thinking” on a specific issue. Integrating the language into your daily culture is valuable.