1. Copyright 2000. The McQuaig Group Inc. 1 Six Thinking Hats ® As a Meeting Management Tool Presented by: Resources Unlimited www.ResourcesUnlimited.com www.deBonoOnline.com

2. Copyright 2000. The McQuaig Group Inc. 2 Benefits Of The Six Thinking Hat Framework Parallel Improve Exploration Save Time Improve Creativity & Innovation Adversarial Foster Collaborative Thinking

3. Copyright 2000. The McQuaig Group Inc. 3 The Originator Dr. Edward de Bono M.D., Ph.D., (philosophy, medicine & psychology), Rhodes scholar World-renowned consultant to business, governments, schools and industry Author of 62 books in 40 languages Originator of Six Thinking Hats, Lateral Thinking and Direct Attention Thinking Tools

4. Copyright 2000. The McQuaig Group Inc. 4 Results Around The World Since 1993 over 200,000 trained In use by many of the largest & most successful organizations worldwide Works well in different cultures Applies at all levels & across disciplines

5. Copyright 2000. The McQuaig Group Inc. 5 The Basics There are six different imaginary hats that you can put on or take off. Think of the “hats” as thinking icons. Each hat is a different color and represents a different type or mode of thinking. We all wear the same hat (do the same type of thinking) at the same time. When we change hats - we change our thinking.

6. Copyright 2000. The McQuaig Group Inc. 6 Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action Plans Green Hat Creative Thinking Possibilities  Alternatives New Ideas  New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Red Hat Feelings & Intuition Emotions Or Hunches “At This Point” No Reasons or Justification Keep It Short White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source ItFOCUS

7. Copyright 2000. The McQuaig Group Inc. 7 White Hat Information & Data Neutral & Objective Checked & Believed Facts Missing Information & Where To Source It Red Hat Feelings & Intuition Emotions Or Hunches “At This Point” No Reasons or Justification Keep It Short Black Hat Why It May Not Work Cautions  Dangers Problems  Faults Logical Reasons Must Be Given Yellow Hat Why It May Work Values & Benefits (Both Known & Potential) The Good In It Logical Reasons Must Be Given Green Hat Creative Thinking Possibilities  Alternatives New Ideas  New Concepts Overcome Black Hat Problems & Reinforce Yellow Hat Values Blue Hat Managing The Thinking Setting The Focus Making Summaries Overviews  Conclusions Action PlansFOCUS

8. Copyright 2000. The McQuaig Group Inc. 8 Facilitator’s Role Define the focus of your thinking Plan the sequence and timing of the thinking Ask for changes in the thinking if needed Handle requests from the group for changes in the thinking Form periodic or final summaries of the thinking for consideration by the team x

9. Copyright 2000. The McQuaig Group Inc. 9 Participant’s Role Follow the lead of trained Six Thinking Hats facilitator Stick to the hat (type of thinking) that is in current use Try to work within the time limits Contribute honestly & fully under each of the hats

10. Copyright 2000. The McQuaig Group Inc. 10 Six Thinking Hats ® A Framework For Parallel Thinking In Teams For information on becoming a Six Thinking Hats leader / facilitator please contact: Resources Unlimited 800.278.1292 or 515.278.1292 info@ResourcesUnlimited.com www.ResourcesUnlimited.com