Pre-reading: Edward de Bono’s Six Thinking Hatsо The Revolutionary Nature of Parallel Thinking

Pre-reading: Edward de Bono’s Six Thinking Hats®
The Revolutionary Nature of Parallel Thinking

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incorporated into training programs except under the supervision of a certified Six Thinking Hats®
instructor.
Published by de Bono Thinking Systems, Inc. Des Moines, Iowa 50322
Copyright 1998. The McQuaig Group Inc.
de Bono Thinking Systems, Inc. Official Edward de Bono Thinking Methods

THE NEED TO CHANGE THINKING BEHAVIOR
"Our
We have developed many excellent thinking tools for argument and
traditional
analysis. Our information technology methods are constantly improving.
thinking
But we have developed few tools to deal with our ordinary everyday
methods . . .
thinking-the sort of thinking we do in conversations and meetings.
are no
longer
In fact, our traditional thinking methods have not changed for centuries.
adequate to
While these methods were powerful in dealing with a relatively stable
deal with the
world (where ideas and concepts tended to live longer than people), they
rapidly
changing
are no longer adequate to deal with the rapidly changing world of today
world of
where new concepts and ideas are urgently needed.
today . . . "
HISTORICAL BACKGROUND
The fall of the Roman Empire in Europe was followed by the Dark Ages. The so-called
barbarian hordes swept across what had been the civilizations of Rome and Greece.
"Church
Scholarship, reading, writing, and thinking were only preserved in the
scholars . . .
great monasteries and abbeys of the Church. Naturally, the thinking that
fashioned
took place in the monasteries and abbeys was concerned with theology
Aristotelian
and with preserving the doctrine and dogma of the Christian faith.
logic into a
The Renaissance was next. The Renaissance was brought about by the
powerful,
discovery of the classic thinking methods of the ancient Greek
argumentative
philosophers. This "new thinking" provided a breath of fresh air.
way of
Humanity was given a more central role in the universe. Thinkers were
proving
allowed to use reason to work things out. Logic was now allowed.
heretics
wrong.”

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It is hardly surprising that this new thinking was eagerly embraced by
the "humanists" or non-church thinkers because it gave them a
framework for thinking and also for challenging the church. At the
same time, this new thinking was embraced by church scholars such as
Thomas Aquinas of Naples, who fashioned Aristotelian logic into a
powerful, argumentative way of proving heretics wrong. So the two
main thinking groups in Western culture adopted, with eagerness, this
classic Greek thinking.
ARGUMENT AND CRITICAL THINKING
To this day, Western culture depends on this type of thinking. In family arguments, in
business discussions, in the law courts, and in governing assemblies, we use the thinking
system of the Greeks, based on argument and critical thinking.
I sometimes refer to prominent philosophers of this day as the "gang of three." Who were
the famous Greek gang of three, and how did they form the thinking habits of Western
culture?
THE GANG OF THREE
Socrates (469-399 B.C.)
Socrates was trained as a "sophist." Sophists were people who played with
words and showed how careful choice of words could lead you to almost
any conclusion you wanted. Socrates was interested in challenging people's "From
thinking and, indeed, getting them to think at all instead of just taking
Socrates we
things for granted. He wanted people to examine what they meant when
get the great
they said something. He was not concerned with building things up or
emphasis on
making things happen.
argument and
critical
From Socrates we get the great emphasis on argument and critical thinking. thinking.”
Socrates chose to make argument the main thinking tool. Within argument,
there was to be critical thinking: Why do you say that? What do you mean
by that?
Plato (c. 427-348 B.C.)
Plato is generally held to be the father of Western philosophy. He is best-known for his
famous analogy of the cave. Suppose someone is bound up so that the person cannot turn
around but can only look at the back wall of the cave. There is a fire at the mouth of the
cave. If someone comes into the cave, then the bound person cannot see the newcomer
directly but can only see the shadow cast by the fire on the back wall of the cave. So as

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we go through life, we cannot see truth and reality but only "shadows" of these. If we try
hard enough and listen to philosophers, then perhaps we can get a glimpse of the truth.
From Plato we get the notion that there is the "truth" somewhere but that we have to
search for it to find it. The way to search for the truth is to use critical thinking to attack
what is untrue.
Aristotle (384-322 B.C.)
Aristotle was the pupil of Plato and the tutor of Alexander the Great. Aristotle was a very
practical person. He developed the notion of "categories," which are really definitions. So
you might have a definition of a "chair" or a "table." When you come across a piece of
furniture, you have to judge whether that piece of furniture fits the definition of a chair. If
it does fit, you say it is a chair. The object cannot both be a chair and not be a chair at the
same time. That would be a "contradiction." On the basis of his categories and the
avoidance of contradiction, Aristotle developed the sort of logic we still use today (based
largely on "is" and "is not"). From Aristotle we get a type of logic based on identity and
non-identity, on inclusion and exclusion.
THE OUTCOME OF THE GANG OF THREE
So, this was the gang of three. The outcome was a thinking system based on the search
for the "truth." This search was going to be carried out by the method of argument.
Within argument there was to be the critical thinking that sought to attack "untruth." This
attack was going to use the methodology of Aristotle's logic.
THE PERVASIVENESS OF ARGUMENT
To this day, argument is the basis of our normal thinking. The purest form of this type of
thinking is in the law courts where the prosecution takes one side of the argument and the
defense the other side. Each strives to prove the other side wrong. The "truth" is to be
reached by argument.
"In my
THE INADEQUACY OF ARGUMENT
view, we
There is a place for argument, and argument is a useful tool of thinking.
would have
But argument is inadequate as the main tool of thinking.
been at least
three
Argument lacks constructive energies, design energies, and creative
hundred
energies. Pointing out faults may lead to some improvement but does not
years ahead
if our
construct something new. Synthesizing both points of view does not
thinking had
produce a stream of new alternatives.
not been
limited to
Today in business, as elsewhere, there is a huge need to be constructive and
the
creative. There is a need to solve problems and to open up opportunities.
argument
There is a need to design new possibilities, not just to argue between two
method.”

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existing possibilities.
PARALLEL THINKING: AN ALTERNATIVE TO ARGUMENT
Traditional argument is totally useless for such a design process. Instead, we need
Parallel Thinking®, where each thinker puts forward his or her thoughts in parallel with
the thoughts of others-not attacking the thoughts of others.
The Six Thinking Hats method is a practical way of carrying out Parallel
Thinking. This method is of fundamental importance because it provides
"We now
us, for the first time, with a practical method of constructive thinking. We
have a more
now have a more constructive alternative to argument or drifting
constructive
discussion.
alternative
It is important to understand this very fundamental nature of the Six Hats
to argument
method in order to appreciate the importance of the method. The Six Hats
or drifting
system is not just another gimmick. This system provides an alternative to
discussion."
that most basic of thinking procedures: the argument.
PARALLEL THINKING AT WORK
In traditional adversarial thinking, A and B are in conflict. Each side seeks to criticize the
other point of view. The Six Hats method allows Parallel Thinking. Both A and B wear
each hat together as they explore all sides of an issue. Adversarial confrontation is
replaced by a cooperative exploration of the subject.
UNBUNDLING THINKING
When we think in the normal way, we try to do too much at once. We may be looking at
the information, forming ideas, and judging someone else's ideas all at the same time.
"Instead
The Six Hats method allows us to unbundle thinking. Instead of trying to
of trying
do everything at once, we separate out the different aspects of thinking.
to do
This way we can pay full attention to each aspect in turn. Think of full-
everything
color printing, where the basic color separations are made and then each
at once,
basic color is printed separately onto the same sheet to give full-color
we
printing. In the same way, we separate the modes of thinking and then
separate
apply each mode to the same subject in order to end up with full-color
out the
thinking on the subject.
different
There is a suggestion that the chemical setting in the brain
aspects of
(neurotransmitters, etc.) may be different when we are being positive from
thinking.
when we are being negative and from when we are being creative. If this

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This way
proves to be so, then there is an absolute need to separate out the different
we can
components of thinking in order to do each properly. It would be
pay full
impossible to have one brain setting that was ideal for all sorts of thinking.
attention
to each
aspect in
turn. "
SEPARATING EGO AND PERFORMANCE
"Because
If you do not like an idea, then you are not going to spend much time
the Six Hats
thinking of the benefits or good points of that idea. This is because if you
system
quickly
uncovered sufficient good points for the idea to be accepted, then you
becomes a
would have "lost" the argument.
neutral
With the Six Hats method, however, the thinker can be specifically asked
game, the
method
to give a yellow hat "performance." This is a challenge to the thinker, who
provides a
will not want to appear unable to perform this way. So yellow hat thinking
very
gets done even by someone who does not like the idea. In the course of this
convenient
yellow hat thinking, ideas may turn up which cause the thinker to change
way to
his or her mind. It also can happen the other way around. A euphoric
switch
thinking or
supporter of an idea can be asked to do a black hat performance. This may
to ask for a
turn up difficulties that reduce the previous euphoria.
certain type
of thinking."
SWITCHING MODES
If you ask someone not to be so negative, that person may be offended. But if you ask the
person to do yellow hat thinking, there is no reason to be offended. You might also say,
"That is good black hat thinking; let us have some more of it." Later you would say, "We
have had a lot of good black hat thinking. Now, what about switching to the yellow hat?"
Because the Six Hats system quickly becomes a neutral game, the method provides a
very convenient way to switch thinking or to ask for a certain type of thinking. This is not
easy to do in any other way without offending the people involved.
INCREASED AWARENESS
Because there is now a simple and practical way of referring to different modes of
thinking, people become aware that they are stuck in one mode or another.
"I think I have only been doing red hat thinking about this."
"We should make a deliberate yellow hat effort here."

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People can now comment on their own thinking and can also comment on the thinking of
others. The Six Hats method allows an increased awareness of what thinking is actually
being used on any occasion.
WHO IS USING THE SIX THINKING HATS®?
The method is widely used at Prudential Insurance (the largest insurance group in the
world), and the former president of Prudential, Rob Barbaro, used the Six Hats
framework every day with his staff. Siemens has over 35 certified Six Hats instructors
working with employees throughout its European offices. Boeing is just now taking up
the hats in the United States. The hats are also in use at Honeywell, Motorola, Eli Lilly,
Cargill, Fidelity Investments, National Semiconductor, and in many other companies.
Healthcare groups, financial institutions, chemical and pharmaceutical companies,
manufacturers, and utilities are just a few of the industries using Six Hats. At the time this
revision was published, over 100,000 people had been trained in the hats in 35 countries.
KEY BENEFITS
Below are some of the key benefits clients find in using the Six Thinking Hats®.
• Works-they see results immediately
• Simple to learn, use, and implement
• Not dependent on others (you can use it by yourself)
• Modifies behavior without attacking it
• Empowers
• Can be used at all levels
• Improves cross-cultural interaction
• Reduces conflict
• Encourages cooperation
• Enhances quality of thinking
• Supports other change initiatives
• Is available worldwide


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WHY DE BONO
De Bono methods offer far more value than a typical consultant’s methods. Quite simply,
de Bono Thinking Systems methods are designed to work in your environment to
empower your organization.
Using the de Bono techniques, these well known companies (including many Fortune 500
firms) dramatically improved their productivity and their bottom line:
• Dupont saved $30 million by eliminating 9 steps in the manufacturing process of
Kevlar®
• Boeing navigated through and avoided a deadlock between management and its
labor union.
• Motorola developed and brought to market the first PDA/MP3 Player.
• 3M developed market-breaking product innovations—such as: Duct Tape targeted
for women.
• ABB went from $0 to $60 million in profit in just 2 years in the country of Syria.
• The United Kingdom reduced unemployment from 3 million to 1 million.
• The Eurhythmics rock group posted a note of thanks to Edward de Bono on the
cover of a best selling LP.
• Tom Peters says you can do no better than to attend a de Bono seminar.
EDWARD DE BONO’S CREDENTIALS:
• Recipient of the prestigious Carl Sloan 2005 Award for contributing the most in
the field of business thinking around the world.
• Currently number 20 on the 2005 Thinkers 50 List—the most influential business
thinkers in the world. The list is published every two years.
• Best selling author who has written over 67 books which have been translated into
more than 38 languages, de Bono is regarded as the leading international authority
in the field of critical, creative and innovative thinking and the teaching of
thinking as a skill.

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• De Bono’s methods (Simplicity™, Six Thinking Hats®, Lateral Thinking™,
DATT™, and Focus on Facilitation™) have been adopted by businesses around
the world, studied by governments, promoted by peace institutes, required by
schools, and taught in prisons. Today, most Fortune 500 companies, many
governments and school systems, and many thousands of individuals around the
world use some or all of de Bono's thinking methods regularly, with astounding
results as the list above indicates.
• He has in place an expert group of de Bono Thinking Systems Practitioners well
equipped to bring his proven methods to any organization, non profit,
government, company or association anywhere in the world.
• Highly respected international consultant working with global leaders, de Bono
had a special meeting in January 2005 with the President of India, H. E. Dr.
Kalam, to discuss major projects including the training of 1,000,000 teachers to
teach thinking in villages and communities. He has created the largest thinking
skills curriculum for children K-12 which is in place in many countries.
• Currently in his 70’s, de Bono works closely with de Bono Thinking Systems,
Inc., the global distributor, to ensure his expert group of international Master
Trainers and Accredited Facilitators will passionately carry on his important work
long after he retires, and that the integrity of his thinking methods remain intact
for centuries to come.
• Born in Malta, de Bono was a Rhodes Scholar at Oxford, is an M.D. and Ph.D.—
psychology and physiology, and has held appointments at Oxford and Cambridge
Universities, the University of London, and Harvard University.
WHAT TO EXPECT WHEN YOU WORK WITH DE BONO FOR BUSINESS:
• You'll work with the most experienced Master Trainers and Facilitators for your
engagements. Their expertise, passion and professionalism are legendary in the
market place. Many have been trained and certified by de Bono, including our
leader.
• An intense focus on helping you resolve tough business challenges within an
enjoyable and fun framework.
• Access to the complete de Bono Thinking Systems, Inc. product line in order to
provide you with the best solution for your business challenge.
• Thinking tools that work in every culture, with every age group, every profession
and job category.

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Systems, Inc., global network, a de Bono organization.
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• High quality training materials that meet the needs of global teams.
• A variety of support tools—online, software, handy job aids, and coaching that
support skill development and application on the job.
A SAMPLING OF COUNTRIES WHERE DE BONO THINKING METHODS
ARE FLOURISHING:
Australia, Belgium, Canada, China, Denmark, Finland, France, Germany, Holland, Hong
Kong, India, Ireland, Japan, Jordan, Korea, Malaysia, Malta, Mexico, New Zealand,
Nigeria, Singapore, South Africa, United Kingdom, United States.



You are likely reading this to prepare to attend a Six Thinking Hats® seminar, led by
de Bono for Business. If you have any questions, please contact us at: 818-507-6055.
If you are attending a “Put it to Work” application and coaching Six Thinking Hats®
seminar come prepared to apply the tools to current job challenges.


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Since 1994: de Bono for Business is a thriving member of the de Bono Thinking
Systems, Inc., global network, a de Bono organization.
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