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The Six Thinking Hats Training Course gives professionals a structured, practically applied framework for improving decision-making, problem-solving, and collaborative thinking — developed by Edward de Bono and used by organisations worldwide to examine situations from multiple perspectives rather than arguing from fixed positions.
Effective decisions require more than experience and intelligence. They require the ability to separate facts from emotions, assess risk objectively, generate creative alternatives, and guide productive discussions toward clear outcomes. The Six Thinking Hats methodology provides exactly that — a shared thinking language that transforms how individuals and teams approach complex challenges.
This course introduces each thinking style, demonstrates how they work together, and builds the practical facilitation and application capability to use the framework in real workplace situations across planning, problem-solving, innovation, and decision-making.
The Six Thinking Hats Training Course is designed to develop structured thinking and decision-making capability across individual and team contexts.
By the end of this course, participants will be able to:
The Six Thinking Hats Training Course is suitable for a wide range of professionals and will particularly benefit those involved in planning, problem-solving, and decision-making at any level.
This course is suitable for:
The Six Thinking Hats Training Course is delivered through a highly interactive learning approach that connects methodology to immediate workplace application.
Delivery methods include:
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Common questions about our training courses
The methodology works by separating different modes of thinking — facts, emotions, risk, optimism, creativity, and process — so that a group focuses on one thinking dimension at a time rather than having multiple competing perspectives clash simultaneously. This parallel thinking approach reduces conflict, improves focus, and leads to more complete and balanced analysis than conventional debate or discussion.
Day 3 covers Black Hat and Yellow Hat thinking, applying Black Hat to identify weaknesses, obstacles, and potential failure modes through rigorous critical thinking, and Yellow Hat to identify genuine benefits, opportunities, and value creation. Delegates develop the discipline to apply both perspectives consistently — avoiding the common failure modes of either uncritical optimism or unproductive negativity.
Blue Hat thinking manages the thinking process itself — it is the hat used to plan which hats to use, when, and for how long, and to summarise outcomes and define next steps. Day 5 focuses on Blue Hat facilitation skills, developing the ability to structure productive meetings, manage group thinking, and guide teams through complex decision-making in a way that is focused, efficient, and outcome-oriented.
Day 2 covers White Hat and Red Hat thinking, examining how White Hat focuses purely on facts, data, and information gaps — separating what is known from what is assumed — and how Red Hat legitimises emotions, intuition, and gut reactions as valid inputs to decision-making. Delegates develop the ability to combine objective analysis and emotional intelligence into more balanced, human judgements.
Day 4 focuses on Green Hat thinking, examining how to generate innovative ideas, challenge assumptions, explore alternatives, and overcome the barriers to creativity that most professional environments create. Delegates develop practical creative thinking techniques they can apply individually and facilitate within teams to encourage the kind of innovative thinking that routine problem-solving processes rarely produce.
By establishing a shared thinking language and focusing the group on one thinking mode at a time, the methodology removes the ego-driven, positional debating that generates most team conflict. When everyone wears the same hat simultaneously, discussion becomes collaborative rather than adversarial — making it significantly easier to explore difficult topics, challenge ideas, and reach decisions without personal friction.
