I was facilitating  a workshop this morning for supervisors – front line, department directors and the like – on using innovation tools.  One of the objectives for the workshop was to provide this group of leaders with tools on how to cultivate ideas from staff and create a culture of innovation. A large order for a fairly complex system where the culture can be seen as “please don’t make me change.”

I introduced Edward DeBono’s Six Thinking Hats model to the group.  This method of idea evaluation allows participants to be comfortable approaching new ideas from their natural perspective (possibility, caution, historical-based, and everything in between) while creating a space for each of the perspectives to be valued.  Here’s how it works:

There are six different hats – each one has a color associated with it.  They are as follows:

White Hat – based on facts, figures and historical data

Red Hat – look at decisions based on gut reaction, intuition and emotion

Black Hat – this is the lens of skepticism and caution by highlighting the weak points in the idea

Yellow Hat - this hat keeps things going with the eyes on positivity and answering the question why this can happen

Green Hat – the creative juices flow while wearing this hat, new ideas, patterns and relationships start to form here

Blue Hat – known for the concern on process; this hat is usually worn by the facilitator or meeting chair

Any highly effective group would bring these perspectives to their evaluation discussion.  Usually what happens though is people get stuck in wearing the most comfortable hat – and keep it on all the time.  This might squelch conversation, derail, or shut people out in the decision making process. So that all perspectives can be heard – and even better decisions can be made – use this method the next time you need to evaluate an idea or decision.

Process Note:  Everyone must be wearing the SAME hat at the SAME point in the conversation.  Start by spending 5 minutes wearing the White Hat to evaluate your idea. Be sure everyone keeps this hat on during the first five minutes.  Next, switch the conversation and ask participants to put on the Red Hat.  And for the next 5 minutes use this hat to get at gut reactions, intuition and emotions around this idea or decision.

Lather. Rinse. Repeat with each of the remaining hats.

Notice the following during this process:

• how the conversation changes as people change the hat they wear
• how the energy in the rooms shifts with each switch of the hats
• which hat you are really comfortable in
• which hat drives you crazy to have to wear (and try to bring this perspective to your next meeting)

Using this might just increase involvement and engagement with your group because each person’s perspective is valued and can be heard by just changing hats.  What effect might this have for you and your team?