1.0. INTRODUCTION

Six Thinking Hats' is an important and powerful technique. It is used to look at decisions from a

number of important perspectives. This forces you to move outside your habitual thinking

style, and helps you to get a more rounded view of a situation. This tool was created by Edward

de Bono in his book '6 Thinking Hats'. Many successful people think from a very rational,

positive viewpoint. This is part of the reason that they are successful. Often, though, they may

fail to look at a problem from an emotional, intuitive, creative or negative viewpoint. This can

mean that they underestimate resistance to plans, fail to make creative leaps and do not make

essential contingency plans. Similarly, pessimists may be excessively defensive, and more

emotional people may fail to look at decisions calmly and rationally. If you look at a problem

with the 'Six Thinking Hats' technique, then you will solve it using all approaches. Your decisions

and plans will mix ambition, skill in execution, public sensitivity, creativity and good

contingency planning.

2.0. BIOGRAPHY OF INVENTOR

Edward de Bono was born in Malta in 1933. He attended St Edward's College, Malta, during

World War II and then the University of Malta where he qualified in medicine. He preceded, as

a Rhodes Scholar, to Christ Church, Oxford, where he gained an honours degree in psychology

and physiology and then a D.Phil. in medicine. He also holds a PhD from Cambri dge and an MD

from the University of Malta. He has held appointments at the universities of Oxford, London,

Cambridge and Harvard.

Dr. Edward de Bono is one of the very few people in history who can be said to have had a

major impact on the way we think. In many ways he could be said to be the best known thinker

internationally. He has written numerous books with translations into 34 languages (all the

major languages plus Hebrew, Arabic, Bahasa, Urdu, Slovene, Turkish etc.). He has been invited

to lecture in 52 countries around the world. In the University of Buenos Aires five faculties use

his books as required reading. In Venezuela, by law, all school children must spend an hour a

week on his programmes. In Singapore 102 secondary schools use his work. In Malaysia the

senior science schools have been using his work for ten years. In the U.S.A., Canada, Australia,

New Zealand, the Republic of Ireland and the UK there are thousands of schools using Dr de

Bono's programmes for the teaching of thinking. At the International Thinking Meeting in

Boston (1992) He was given an award as a key pioneer in the direct teaching of thinking in

schools.

In 1988 he was awarded the first Capire prize in Madrid for a significant contribution to

humankind. What is unique about Dr de Bono is the response to his work across an unusually

wide spectrum. At the special request of the delegates Dr de Bono was asked to address the

Commonwealth Law Conference in Vancouver in August 1996 (2,300 senior lawyers, judges etc

from 52 Commonwealth countries and other invited countries such as China). This followed an

address which was regarded as the highlight of a previous Conference held in Auckland.

Dr de Bono has worked with many of the major corporations in the world such as IBM, Du Pont,

Prudential, AT&T, British Airways, British Coal, NTT (Japan), Ericsson (Sweden), Total (France),

etc. The largest corporation in Europe, Siemens (370,000 employees) is teaching his work

across the whole corporation, following Dr de Bono's talk to the senior management team.

When Microsoft held their first ever marketing meeting, they invited Edward de Bono to give

the keynote address in Seattle to the five hundred top managers.

Edward de Bono's special contribution has been to take the mystical subject of creativity and,

for the first time in history, to put the subject on a solid basis. He has shown that creativity was

a necessary behaviour in a self-organizing information system. His key book, 'The Mechanism of

Mind' was published in 1969. In it he showed how the nerve networks in the brain formed

asymmetric patterns as the basis of perception. The leading physicist in the world, Professor

Murray Gell Mann, said of this book that it was ten years ahead of mathematicians dealing with

chaos theory, non-linear and self-organising systems.

3.0. REQUIREMENT OF SIX THINKING HATS

Six Thinking Hats is a time-tested, proven, and practical thinking tool. It provides a framework

to help people think clearly and thoroughly by directing their thinking attention in one direction

at a time--white hat facts, green hat creativity, yellow hat benefits, black cautions, red hat

feelings, and blue hat process.

It's a simple mental metaphor. Hats are easy to put on and to take off. Each hat is a different

color which signals the thinking ingredient. In a group setting each member thinks using the

same thinking hat, at the same time, on the same thinking challenge—we call this focused

parallel thinking.

Six Thinking Hats is a powerful tool that facilitates productive: critical thinking, collaboration,

communication, and creativity. It enables each person's unique point of view to be included

and considered. Argument and endless discussion become a thing of the past. Thinking

becomes more thorough.

3.1. When We Want To Use It?

As the following example illustrates, this is a particularly useful tool during or after the

harvesting of ideas as it extends our understanding of the idea, thereby helping to determine

whether the idea is feasible. You can however, use it in any context requiring a well-rounded

view from a variety of perspectives.

De Bono's six hats represent artificial distinctions in common patterns of thought. Their value

lies in helping us to adopt different patterns of thought (taking our normal hat off and trying on

another). Six Thinking Hats has been specifically designed so that everyone thinks in parallel

using only one hat at a time. They are best used with some sort of time limit for each hat so

that people know the discussion will come around to their favourite bit soon. We suggest

around 4-5 minutes for each hat and then repeat the sequence if needed. Without the time

alert there is a danger that the conversation gets stuck on one area. This encourages the group

to ‘try on other hats' when you have looked at a situation for too long and have become fixed

in a specific style, e.g. too negative (black hat) or too emotional (red hat).

When facing complex situations which call for reactions of different kinds, it is useful to adopt

the different patterns of thinking, one at a time. For example:

White hat thinking helps establish known facts

Green hat thinking helps to think about new ideas

Blue hat thinking draws together the contribution of different parties

Black hat thinking determines all the possible errors that could occur

Ask leading questions to activate different hats

What are the facts? (White)

What do you feel about this? What is your gut feeling? (red)

What can go wrong? (black)

List all the benefits, (yellow)

Is there a different way of looking at this? (green)

Could you summarize our findings so far? (blue)

4.0. PROCESS AND DETAIL IMPLEMENTATION

You can use Six Thinking Hats in meetings or on your own. In meetings it has the benefit of

blocking the confrontations that happen when people with different thinking styles discuss the

same problem. Each 'Thinking Hat' is a different style of thinking. These are explained below:

4.1. White Hat:

With this thinking hat you focus on the data available. Look at the information

you have, and see what you can learn from it. Look for gaps in your knowledge,

and either try to fill them or take account of them. This is where you analyze

past trends, and try to extrapolate from historical data. The White Hat

represents pure knowledge gathering, data collection, and historical account. It

asks, “What do we know?” It addresses cognition. The process involves

exploring facts rather than personal opinions. “First class” facts consist of ones

that are checked and proven, while “second class” facts include information

believed to be true. Information that is missing is also included here. The white

hat covers facts, figures, information needs, and gaps.

4.2. Red Hat:

'Wearing' the red hat, you look at problems using intuition, gut reaction, and emotion.

Also try to think how other people will react emotionally. Try to understand the

responses of people who do not fully know your reasoning. The Red Hat represents

feelings and hunches. This hat legitimizes emotions and explores fears, likes, dislikes,

loves, and hates. This hat legitimizes emotions and feeling by focusing on “This is how I

feel.” It addresses affect by focusing on hunches, intuition, and signal. The red hat is

the opposite of neutral, objective information (White Hat). Here there is no need to

give reasons or justification for the subjective feelings.

4.3. Black Hat:

Using black hat thinking, look at all the bad points of the decision. Look at it cautiously

and defensively. Try to see why it might not work. This is important because it

highlights the weak points in a plan. It allows you to eliminate them, alter them, or

prepare contingency plans to counter them. Black Hat thinking helps to make your

plans 'tougher' and more resilient. It can also help you to spot fatal flaws and risks

before you embark on a course of action. Black Hat thinking is one of the real benefits

of this technique, as many successful people get so used to thinking positively that

often they cannot see problems in advance. This leaves them under-prepared for

difficulties.

4.4. Yellow Hat:

The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you

to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you

to keep going when everything looks gloomy and difficult.

4.5. Green Hat:

The Green Hat stands for creativity. This is where you can develop creative solutions to

a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas.

A whole range of creativity tools can help you here. The Green Hat symbolizes fertility,

growth, and the value of seeds. It involves creative thinking and the search for

alternatives while generating new concepts and new perceptions. The green hat is the

"thinking outside the box" creative hat. It asks, “What haven’t you considered before?”

It involves brainstorming and free association which explore new possibilities,

alternatives, ideas, and concepts

4.6. Blue Hat:

The Blue Hat stands for process control. This is the hat worn by people chairing

meetings. When running into difficulties because ideas are running dry, they may direct

activity into Green Hat thinking. When contingency plans are needed, they will ask for

Black Hat thinking, etc. The Blue Hat represents the management of the thinking

process. Blue Hat thinkers are like the orchestra conductors seeking the proper balance

and blending of the other five hats. It asks, “What is the conclusion?” Blue Hat thinking

is a final reflection on the other five hats that have been both over and under-utilized

in the problem solving exploration. The Blue hat is also responsible for summaries,

overviews, and conclusions.

5.0. SUMMARIZE OF PROCESS AND IMPLEMENTATION SIX THINKING HATS

This is summarizing for the all process of implementation for six thinking hats. It will to easier

for us to know about function all of this hats colour.

Blue Hat Thinking- Process

Thinking about thinking

What thinking is needed?

Organizing the thinking

Planning for action

White Hat Thinking- Facts

Information and data

Neutral and objective

What do I know?

What do I need to find out?

How will I get the information I need?

Green Hat Thinking - Creativity

Ideas, alternative, possibilities

Provocation - "PO"

Solutions to black hat problems.

Yellow Hat Thinking- Benefits

Positives, plus points

Logical reasons are given.

Why an idea is useful

Black Hat Thinking - Cautions

Difficulties, weaknesses, dangers

Logical reasons are given.

Spotting the risks

Red Hat Thinking - Feelings

Intuition, hunches, gut instinct

My feelings right now.

Feelings can change.

No reasons are given.

6.0. EXAMPLE FOR SIX THINKING HATS

The directors of a property company are looking at whether they should construct a new office

building. The economy is doing well, and the amount of vacant office space is reducing sharply.

As part of their decision they decide to use the 6 Thinking Hats technique during a planning

meeting. Looking at the problem with the White Hat, they analyze the data they have. They

examine the trend in vacant office space, which shows a sharp reduction. They anticipate that

by the time the office block would be completed, that there will be a severe shortage of office

space. Current government projections show steady economic growth for at least the

construction period.

With Red Hat thinking, some of the directors think the proposed building looks quite ugly.

While it would be highly cost-effective, they worry that people would not like to work in it.

When they think with the Black Hat, they worry that government projections may be wrong.

The economy may be about to enter a 'cyclical downturn', in which case the office building may

be empty for a long time. If the building is not attractive, then companies will choose to work in

another better-looking building at the same rent.

With the Yellow Hat, however, if the economy holds up and their projections are correct, the

company stands to make a great deal of money. If they are lucky, maybe they could sell the

building before the next downturn, or rent to tenants on long-term leases that will last through

any recession.

With Green Hat thinking they consider whether they should change the design to make the

building more pleasant. Perhaps they could build prestige offices that people would want to

rent in any economic climate. Alternatively, maybe they should invest the money in the short

term to buy up property at a low cost when a recession comes.

The Blue Hat has been used by the meeting's Chair to move among the different thinking styles.

He or she may have needed to keep other members of the team from switching styles, or from

criticizing other peoples' points.

7.0. LIMITATION

The authors propose some possible limitations when using this problem-solving process. First,

one or more counselor interns in the group might passively agree appearing to contribute to

each of the six hats, while not necessarily reconsidering their own original preference. This can

result in a more passive, low-energy approach to the activity. The same can also be true of the

volunteer presenting the case study. If there is not a genuine willingness by the volunteer to

consider other options, the group may feel devalued.

A possible solution to address the above issues is for the supervisor to stress group norms as

being foundational for establishing a safe, trusting, and non-evaluating environment at the very

beginning of the process. Another recommended solution to either group or volunteer (case

presenter) bias is for the supervisor to encourage them to “act as if” they are willing to consider

new solutions to their preconceived notions.

From the very perspective of the green hat stressing “outside of the box creativity”, the six hats

themselves may not be comprehensive enough to capture the breadth of the participants’

problem-solving. A suggested solution is to go back to the blue hat and ask “Is there anything

else that has not been adequately addressed by any of the hats?”

Another limitation is that the volunteer as well as the group members may feel overwhelmed

with too much data being generated. This is especially true for visual learners. Having someone

post the suggestions for each respective hat on the board is one suggestion. Asking the

volunteer to either select some of the most salient suggestions or even to wait a week and

report back to the group on helpful feedback is another option.

8.0. DISCUSSION

We will discuss about their advantage and some disadvantage when we are applies this

method creative problem solving in our life.

8.1. ADVANTAGE USING SIX HATS

Allows you to say things without risk.

Generates understanding that there are multiple perspectives on an issue.

Is a convenient mechanism for “switching gears”.

Focuses thinking.

Leads to more creative thinking.

Improves communication.

Improves decision making.

8.2. DISADVANTAGE

We need to apply in group for solving the problem

Requires brainstorming to solve the problems

9.0. CONCLUSION

The teaching of creative and critical thinking has become essential in nursing education today.

Individuals who have critical thinking skills feel the need to improve themselves and revise

what they have learned. Individuals who have not gained this skill remain rigid in relation to

what was learned and are not generally creative and constructive (Demirci 2003). Consequently

there is a need to test the use of educational models that will teach creative and constructive

thinking in nursing education. For these reasons it was thought that it would be important in

this study to share the experiences gained using the ‘six thinking hats’ model in nursing

education. The ‘six thinking hats’ model is a method of learning that not only improved the

students’ creative and critical thinking abilities; it also had a positive effect on their empathy

skills and getting to know themselves. In the future using this method in different areas of

nursing education and sharing the results will have a positive effect on teaching. In addition the

system of thinking used in the method will not only help the individuals in their professional

lives but also will help them make the right decisions in their personal lives.

REFERENCE

1. De Bono, E. (1985). Six thinking hats. New York: Back Bay Books.

2. Karadag, M., Saritas, S., & Erginer E. (2009). Using the 'Six Thinking Hats' Model of Learning

in a Surgical Nursing Class: Sharing the Experience and Student Opinions. Australian Journal

of Advanced Nursing, 26(3), 59-69. Retrieved from Academic Search Premier Database.

3. Kenny, L. (2003). Using Edward de Bono’s six hats game to aid critical thinking and

reflection in palliative care. International Journal of Palliative Nursing, 9(3), 105.

4. NHS Institute for Innovation and Improvement 2006-2013. From website:

http://www.institute.nhs.uk/