/six-thinking-hats

name: six-thinking-hats
description: "Apply Edward de Bono's parallel thinking framework (1985) to make better decisions by examining ideas from six distinct perspectives systematically. Use when: **Making complex decisions** that require multiple perspectives; **Evaluating new products, offers, or strategies** before launch; **Breaking out of analysis paralysis** with structured thinking; **Running productive meetings** where everyone thinks in the same direction; **Balancing optimism with caution** in strategic planning"
license: MIT
metadata:
  author: ClawFu
  version: 1.0.0
  mcp-server: "@clawfu/mcp-skills"

Six Thinking Hats

> Apply Edward de Bono's parallel thinking framework (1985) to make better decisions by examining ideas from six distinct perspectives systematically.

When to Use This Skill

• **Making complex decisions** that require multiple perspectives
• **Evaluating new products, offers, or strategies** before launch
• **Breaking out of analysis paralysis** with structured thinking
• **Running productive meetings** where everyone thinks in the same direction
• **Balancing optimism with caution** in strategic planning
• **Generating creative alternatives** when stuck on a problem

Methodology Foundation

| Aspect | Details | |--------|---------| | **Source** | Six Thinking Hats (1985) | | **Expert** | Edward de Bono - Coined "lateral thinking", advisor to IBM, Shell, NASA | | **Core Principle** | "Parallel thinking" - Instead of adversarial debate, everyone thinks in the same direction at the same time, switching perspectives together |

What Claude Does vs What You Decide

| Claude Does | You Decide | |-------------|------------| | Structures content frameworks | Final messaging | | Suggests persuasion techniques | Brand voice | | Creates draft variations | Version selection | | Identifies optimization opportunities | Publication timing | | Analyzes competitor approaches | Strategic direction |

What This Skill Does

This skill replaces chaotic brainstorming and unproductive debates with **structured parallel thinking**.

Instead of people defending positions and attacking others, everyone: 1. Examines **facts** together (White) 2. Shares **feelings** together (Red) 3. Explores **risks** together (Black) 4. Discovers **benefits** together (Yellow) 5. Generates **alternatives** together (Green) 6. Manages the **process** together (Blue)

The result: Faster decisions, better buy-in, more creative solutions, and reduced conflict.

How to Use

Analyze a Decision or Strategy

Apply the Six Thinking Hats to analyze:
[describe decision, product, strategy, or problem]

Go through each hat systematically and provide insights.

Run a Structured Evaluation

I need to decide whether to [decision].
Walk me through Six Thinking Hats analysis with specific questions for each hat.

Generate Creative Alternatives

Use Six Thinking Hats (focusing on Green Hat) to generate alternatives for:
[current approach or problem]
First establish context with White and Red, then expand with Green.

Instructions

The Six Hats Overview

┌─────────────────────────────────────────────────────────────────┐
│                    THE SIX THINKING HATS                        │
├─────────────────────────────────────────────────────────────────┤
│                                                                 │
│  🎩 BLUE HAT    - Process & Control                             │
│     "What hat should we use now?"                               │
│                                                                 │
│  ⬜ WHITE HAT   - Facts & Information                           │
│     "What do we know? What don't we know?"                      │
│                                                                 │
│  ❤️ RED HAT     - Emotions & Intuition                          │
│     "What does my gut say? How do I feel?"                      │
│                                                                 │
│  ⚫ BLACK HAT   - Caution & Risks                               │
│     "What could go wrong? What are the dangers?"                │
│                                                                 │
│  💛 YELLOW HAT  - Benefits & Value                              │
│     "What are the benefits? Why will this work?"                │
│                                                                 │
│  💚 GREEN HAT   - Creativity & Alternatives                     │
│     "What else could we do? What's a new approach?"             │
│                                                                 │
└─────────────────────────────────────────────────────────────────┘

---

Hat 1: BLUE HAT (Process Control)

## 🎩 BLUE HAT - The Conductor

**Focus:** Managing the thinking process itself

**Role:** The Blue Hat is the "meta" hat - it controls which hat is used
when, keeps the group focused, and summarizes conclusions.

**When to Use:**
- At the START: Define the problem and set the agenda
- DURING: Switch hats, refocus discussion
- At the END: Summarize findings and next steps

**Blue Hat Questions:**
- What is the problem we're trying to solve?
- What outcome do we want from this thinking session?
- Which hat should we use next?
- Have we spent enough time on this perspective?
- What have we concluded so far?
- What are the next steps?

**Blue Hat Outputs:**
- Clear problem definition
- Thinking agenda (hat sequence)
- Time allocation per hat
- Summary of insights
- Action items and decisions

**Tip:** Start and end every session with Blue Hat.

---

Hat 2: WHITE HAT (Facts & Information)

## ⬜ WHITE HAT - The Scientist

**Focus:** Objective facts, data, and information

**Role:** Neutral, factual thinking. No interpretations, no opinions.
Just "what do we know?" and "what do we need to find out?"

**When to Use:**
- Early in the process to establish baseline
- When debate gets heated (return to facts)
- Bef