6 Thinking Caps-decision-making framework using six perspectives

Example

In a corporate board meeting, a team might need to decide whether to invest in a new product. The team first gathers all relevant data under the White Hat (sales forecasts, market research), then moves to the Black Hat to discuss risks (possible loss, market competition), before using the Yellow Hat to explore potential benefits (new revenue streams, market expansion).

Scenario

A team tasked with determining whether to launch a new product line uses 6 Thinking Caps to break down the decision. By moving through each 'hat,' they can comprehensively analyze the market data, risks, emotional impact, creative opportunities, and procedural considerations.

Example

In a marketing team tasked with developing a new campaign, the team might wear the Green Hat to focus on generating creative ideas, such as unconventional advertising methods. Once the brainstorming is done, they can shift to the Black Hat to critically evaluate the feasibility of each idea.

Scenario

A marketing team is struggling to come up with fresh ideas for a campaign. Using the Green Hat, they focus solely on creativity without judgment, generating a list of wild and innovative concepts. Once they have a pool of ideas, they switch to the Black Hat to critically assess which ideas are realistic within budget constraints.

Example

In a project management scenario, the Red Hat might be used to allow team members to express any concerns or anxieties they feel about an upcoming deadline. This provides a space for emotions to be openly acknowledged, preventing them from influencing other aspects of the decision-making process.

Scenario

A software development team faces mounting pressure from an impending deadline. During a meeting, the Red Hat is used to give each team member space to voice personal stress or apprehensions. After emotional concerns are aired, the group can return to more objective problem-solving under the White and Black Hats.