Have you ever faced a specific problem and felt trapped in certain patterns of thinking that prevented you from finding a satisfactory solution? Or participated in a discussion where facts and opinions overlapped chaotically, without reaching a concrete conclusion? Or desperately needed an idea, but nothing came to mind?
In such cases, haven’t you ever thought how wonderful and useful it would be to possess a magical object that helps you think and create with clarity and imagination?

The Six Hats Method

Fantasy stories are full of magical objects with unusual properties: rings that make you invisible, enchanted shoes that let you run as fast as the wind, chains that make you invulnerable, and so on.
Why couldn’t there be, say, a hat that, when we put it on our head, helps us generate ideas, assess a situation correctly, and find the solution to a problem? Imagine: if we’re confused, unsure, hesitant… voilà! We could put on our magic hat and suddenly discover the right idea, the winning strategy, the effective course of action.
Yes, indeed, that would be wonderful. Unfortunately, at the moment, it seems we don’t have anything like that at our disposal. Still, what can we do while we wait for someone to invent the “thinking hat”? Simple: we could imagine that we already have it at our disposal. And since we’re talking about a fantasy, why not imagine that we have several hats, in different colors, each assigned to a specific function of thinking?
This idea forms the basis of a method for enhancing the effectiveness of discussions and the thinking process, a method developed by Professor Edward De Bono, considered the world’s leading authority in the field of creative thinking.
The idea of imagining that, during a discussion or while reflecting on a problem that troubles us, we put on hats of different colors may seem rather childish and useless. But before dismissing it with a smug smile, consider that multinational companies like IBM, Kodak, NTT, and Exxon—to name just the most well-known—have paid Professor De Bono huge sums of money to teach the method and its application to their employees and managers.

How does the method work?

Obviously, we can’t go into too much detail in a two-page article, but the basic principles are extraordinarily simple and, once understood, allow for immediate, unexpected results. Basically, it involves imagining that we have six hats of different colors, each corresponding to a specific function of thought, namely:
The white hat—objective assessment of situations: facts, figures, information. With this hat on, it’s easier to see things as they are, without any opinion, interpretation, criticism, or emotion;

The red hat—refers to emotions, sensations, and intuitions. When we think with the red hat on, there is no need to offer any justification;

The black hat—negative thoughts, criticism, pessimism, everything that can go wrong. (Here, there is no need for too many explanations, since it seems that many people always have the black hat on);

The yellow hat—opportunities, positive thoughts, optimism. With this hat on, we must think positively and see only the advantages of the situation;

The green hat—creativity, unusual thoughts, fantastic hypotheses, brainstorming. With the green hat on, there are no limits to your thoughts (you’ll always have time to put on the black one later).

The blue hat—allows for observations about thoughts and their correction. It controls the use of the hats.

So, whether during a discussion or in personal reflection, let’s imagine putting on one of the hats at our disposal and thus approaching the problem from the appropriate perspective. When it seems to us that the function of the hat we are “wearing” has ended, we switch to another color. This does not, of course, prevent us from returning, if necessary, to a hat that has “already been used” (this is precisely the function of the blue hat: to coordinate the use of the hats).
Despite its apparent simplicity, this method allows us to achieve extraordinary results, especially when it comes to group discussions, where we too often focus more on defending our own point of view rather than working together to find the best creative solution.

Why has this method proven so effective?

First of all, because it allows us to step into and out of a specific role (emotional, critical, optimistic, creative, etc.) without feeling personally involved. In fact, putting on a hat (so to speak) allows us to “play the part” without being constrained by our usual limitations.
For example, someone might not feel comfortable expressing seemingly irrational emotions regarding a business matter, whereas, if “forced” to wear the red hat, they’ll do so freely.
Or perhaps we’re afraid to put forward a new and seemingly strange idea, but with a green hat “on our head,” we’re actually encouraged to do so.
Or, more pointedly: usually, criticizing and receiving criticism leads to arguments, dissatisfaction, and the defense of one’s respective positions. But if this criticism is offered “with the black hat on,” the negative aspect of this action is viewed as a necessary step in developing an idea.

The second reason for its effectiveness is that the method allows us to analyze a problem from all angles, focusing each time on a single aspect, whereas, usually, these functions overlap, getting mixed up with one another, and other aspects are neglected.
For example, when working in the “white hat” phase, we must simply analyze the facts and are not allowed to express personal opinions or feelings at all. If we use the green hat, we can give free rein to our inventive abilities, without fear of being criticized or making a fool of ourselves.

Another reason is the convenience of the method. The metaphor of the hats is an optimal system for asking ourselves or others to “change gears”: sometimes, when we feel stuck in a negative and seemingly hopeless situation, “changing hats” can be the simplest way to find a solution. And, conversely, sometimes thinking with the “black hat” can be a very effective way to stop reckless actions in time, caused by excessive optimism or greed.
Furthermore, by using this method frequently, it is possible to create a kind of conditioned reflex, which will make the process increasingly effective. That is, if “putting on” the green hat means letting creativity run free and using the white hat means objectively assessing the situation, after a while, the mere idea of that hat can help us stimulate creativity or analytical ability, revealing unexpected possibilities.

Finally, these “six thinking hats” allow us to establish a sort of “set of rules” and to discover that thinking, aside from being a useful and productive function, can also be a source of fun—and even more than that…