HKSM

A facilitation technique that guides a group to think in six distinct modes—facts, feelings, positives, cautions, creativity, and process—one at a time. It reduces unproductive debate and ensures balanced input before deciding.

Key Points

• Uses six color-coded modes to focus thinking in one direction at a time.
• Encourages parallel thinking to avoid argument and bias.
• Timeboxed rounds keep energy high and contributions concise.
• The facilitator wears the Blue Hat to manage agenda, flow, and rules.
• Works well for problem solving, option evaluation, and planning sessions.
• Adaptable to in-person and virtual meetings with simple visual cues.

Purpose of Analysis

This technique broadens perspective before the team commits to a course of action. It separates data, intuition, benefits, risks, and ideation so each gets proper attention.

By structuring the conversation, it reduces personality clashes and anchors decisions in balanced evidence, insight, and creativity.

Method Steps

• Set objective and scope for the session, and agree on the decision to be supported.
• Explain each hat and ground rules, emphasizing one mode of thinking at a time.
• Select a sequence and timebox per hat, for example: Blue → White → Red → Yellow → Black → Green → Blue.
• Blue Hat open: confirm agenda, success criteria, and outputs to capture.
• White Hat: share facts, data, constraints, and known unknowns.
• Red Hat: surface gut feelings and stakeholder sentiments without justification.
• Yellow Hat: identify benefits, opportunities, and enabling conditions.
• Black Hat: test cautions, risks, assumptions, and failure modes.
• Green Hat: generate alternatives, improvements, and experiments.
• Blue Hat close: synthesize insights, decide, or define next steps and action owners.
• Document key points, decisions, and actions in the team’s repository.

Inputs Needed

• Clear problem statement or decision question.
• Relevant data, metrics, constraints, and stakeholder inputs.
• Defined timebox, facilitation plan, and hat sequence.
• Participants with diverse viewpoints and domain knowledge.
• Collaboration tools such as a whiteboard, sticky notes, or virtual boards.
• Decision criteria and any boundaries or policies to respect.

Outputs Produced

• Structured list of facts, sentiments, pros, cons, and ideas.
• Shortlist of viable options with rationale.
• Risks and assumptions identified for follow-up.
• Decision made or experiments defined to reduce uncertainty.
• Action items, owners, and timelines.
• Session notes to inform stakeholders and future reviews.

Interpretation Tips

• Keep contributions aligned with the current hat; politely park off-hat comments.
• Use the White Hat to separate verified facts from unknowns and opinions.
• Allow brief Red Hat inputs to capture emotion without debate.
• Balance Yellow and Black to avoid optimism or pessimism bias.
• If stuck, return to Green Hat for small experiments or incremental options.
• Use Blue Hat moments to recap and confirm what will influence the decision.

Example

During execution, a software team must decide whether to enable a high-demand feature behind a feature flag. The facilitator runs a 25-minute session with the planned sequence.

White Hat reveals usage data, support capacity, and compliance requirements. Red captures customer excitement and internal fatigue. Yellow notes competitive advantage and revenue upsides. Black surfaces risks to stability and SLA penalties. Green proposes a phased rollout to 10 percent of users with auto-rollback. Blue closes with a decision to pilot, defines success metrics, and assigns monitoring actions.

Pitfalls

• Labeling people by a hat instead of switching modes as a group.
• Skipping Blue Hat control, causing drift and unclear outcomes.
• Letting debate creep into Red or Green hats, stifling input.
• Overusing Black Hat to shut down ideas rather than improving them.
• Insufficient timeboxing leading to fatigue and loss of focus.
• Failing to capture outputs, resulting in no decision or follow-through.

PMP Example Question

During a heated design meeting, the project manager wants to channel the team into parallel thinking to consider data, emotions, risks, benefits, and creative options before deciding. What should the project manager do next?

1. Facilitate a Six Thinking Hats session with a defined hat sequence and timeboxes.
2. Conduct a lessons learned session to capture prior project insights.
3. Run a voting exercise to quickly select the most popular option.
4. Defer the discussion and ask the sponsor to make the decision.

Correct Answer: A — Facilitate a Six Thinking Hats session with a defined hat sequence and timeboxes.

Explanation: The technique structures group thinking into focused modes to reduce conflict and improve decision quality. It is the most direct way to channel the heated discussion into productive analysis.