Do your meetings get bogged down with some people supporting a proposition while others shoot a constant stream of torpedos?

Or does every proposition get approved or disapproved by acclamation with no discussion?

Do you have total decision paralysis or suffer from plain bad decisions?

Edward De Bono, an expert in lateral thinking, proposed an interesting, straightforward process to make better decisions and to make them faster. He outlined this process in his book, Six Thinking Hats.

The key to the process is avoiding arguments from set positions by requiring each person to look at the issue from the same perspective at the same time. Each step, or “hat” looks at a the issue with a different, specified focus. This releases creativity, focuses attention, and, as a by-product, limits diversions to rabbit trails. Each “hat” symbolizes a focus of discussion.

The Hats or Directions of Thought

The first hat is the Blue Hat, which represents the organization of the process. This is where you define the problem, explain the background, and set expectations. This is also where you explain the process to those who have not used it before.

List-oriented people do well here.

You can use the next five hats in any order, depending on the situation and expected result. However, in my experience, the best next step is to use the White Hat, and to discuss only information. Facts. Not opinion.

“Traffic cameras reduce accidents.”

“Can you back that up?”

“No, everybody knows that.”

“Then that is an opinion.”

“Longer yellow lights reduce accidents.”

“How do you know?”

“I have lots of confirming studies with randomly selected controls and a baseline of at least a year.”

“That’s a fact.”

Separating facts from opinion, emotion, and argument is the top lesson from this process. This step becomes a valuable habit, even when done alone, outside a group.

The White Hat focuses on stating facts and gaining information to confirm unconfirmed facts:

What information do we have?
What Information do we need?
What information is missing?
How can we get it?

Opinions are unconfirmed facts. If the opinion would change the result if it were actually a fact, you should make an effort to confirm or deny the opinion and, thus, change it to a fact. It helps to know what data or information you do not know.

Engineers (and Constable Joe Friday) get the facts here.

The Yellow Hat symbolizes the bright sun and optimism.

What is the value of this proposition?
What could go right?
What would the world look like if we did this successfully?

The marketeers shine here.

The bad guy always wears a Black Hat. This is the time for pessimism.

What could go wrong? What are the risks?
What does the world look like if we do not succeed?
What is the cost (and not just in dollars)?

This is where you examine the risks. We former staff torpedos love this phase. Lawyers and accountants lurk here.

The Red Hat focuses on emotion.

How do you feel about this? Ask each person.
What does your gut say?

This is a very short phase. Everyone gets their say, but without explanation.

The flower children blossom here.

The Green Hat looks for alternatives and options. Everyone likes this hat, where they get to show their creativity.

Brainstorming is a common tool here.

Some suggest that analysis, after the brainstorming, is part of this step.

Then it is back to the Blue Hat, where you make decisions and you send out marching orders.

Summary

All of the above looks hokey. It is. You don’t really need to talk about “hats” per se. You can always just go through the process step-by-step.

But, the process provides an effective way to streamline decision-making and to arrive at better decisions.