TRIZ Thinking Hats

Darrell Mann
Consultant, Oxford Creativity
Industrial Fellow, Department of Mechanical Engineering
University of Bath
Bath, BA2 7AY, UK
Phone: +44 (1225) 826465
Fax: +44 (1225) 826928
E-mail: D.L.Mann@bath.ac.uk

 

INTRODUCTION

One of the great strengths of TRIZ relative to other creativity methodologies is that it is built on solid technical rather than psychological foundations. That being said, the power of TRIZ can be shown to be enhanced greatly by appropriate combination with the best of the methods developed by psychology-based researchers. Edward De Bono’s ‘Six Thinking Hats’ concept (Reference 1) is one area where a great deal of synergy exists with TRIZ. The paper describes how the Six Thinking Hats concept has been integrated into a generic TRIZ-based problem definition and solving procedure.

The Six Thinking Hats concept is built on the fact that the human brain works in different modes depending on the sort of task it is being asked to perform. Thus, to take two extremes, the mechanisms used by the brain when generating new ideas is significantly different to those present when we are calculating the pros and cons of an existing idea. In all, De Bono has identified six different modes of thought which are relevant across the range of actions taking place during the problem solving process (Figure 1). Each mode has been identified by a different coloured hat, such that:-

A WHITE hat - denotes a mode of thinking during which an objective look at data and information is required.

A RED hat - denotes the mode of thinking associated with feelings, hunches, and intuition.

A BLACK hat - denotes the mode of thinking associated with caution, judgement, and looking logically at the negative aspects of a problem - often described as the ‘devil’s advocate’ mode of thinking.

A YELLOW hat - denotes the mode of thinking associated with examining the feasibility and benefits of a given situation, and looking logically at the positive aspects.

A GREEN hat - denotes the mode of thinking associated with the generation of new ideas, creative and ‘lateral’ thinking.

A BLUE hat - denotes the mode of thinking associated with the overall control and organisation of the thinking processes.



Figure 1: Six Thinking Hats - Schematic Representation

The article describes how the Hats concept might be integrated into a TRIZ problem solving scheme (Reference 2) covering the complete spectrum of activities - from initial situation assessment, to problem definition, to problem solution - present in a facilitated inventive problem solving session. Thus, for example we see the conducting of a function analysis conducted in two parts - the first, looking at the positive functional relationships in a system, operating in ‘White Hat’ mode, followed by a second ‘Black Hat’ mode in which the negative relationships in the system are systematically analysed. Similarly the value of switching between White and Green Hat modes when using the Contradictions parts of the TRIZ tool-kit is detailed.

We begin the article, however, with an examination of the different Hat modes, and the times we might chose to wear them when using different elements of the TRIZ toolkit:

White Hat

We wear the white hat when we are seeking to take a non-emotional, objective look at data and information. We are most likely to require use of White Hat thinking strategies at the following points during use of the TRIZ problem definition and problem solving process:

As TRIZ has been configured as a ‘systematic’ creativity tool, it should not come as a great surprise to learn that the White Hat is worn most during a TRIZ session. The other 5 Hats, however, are still vital at certain points during the process:

Red Hat

The red hat is worn when we are using our intuition and relying on our feelings and emotions (frequently referred to as “gut feel”). The red hat mode of thinking may at first sight appear to be the complete antithesis of a systematic creativity process, but it has its uses, and - most importantly - we need to recognise that the way our brains operate means that many of us spend a large proportion of our time naturally thinking in a Red Hat mode. At the very least, therefore, we need to be aware of Red Hat thinking modes, if only to recognise that we need to step out of it for much of the time. We are most likely to wish to use Red Hat thinking strategies positively, though, at the following points during the TRIZ problem definition and problem solving process:

Nevertheless, these points aside, Red Hat thinking mode should be deployed only sparingly when using TRIZ methods.

Black Hat

We wear the black hat when we employ caution and judgement, and looking logically at the negative aspects of a given situation. We are most likely to require use of Black Hat thinking modes at the following points during the TRIZ problem definition and problem solving process:

Yellow Hat

We wear the yellow hat when we are examining the feasibility and benefits of a potential solution, or are seeking to logically assess the positive aspects of a given situation. We are most likely to require use of Yellow Hat thinking strategies at the following points during use of the TRIZ problem definition and problem solving process:

Green Hat

We wear the green hat when we are looking to generate new ideas or are seeking to ‘be creative’. We are most likely to require use of Green Hat thinking strategies at the following points during use of the TRIZ problem definition and problem solving process:

Blue Hat

We wear the blue hat when looking to provide a controlling function, or when organising the overall thinking process. The Blue Hat is the hat that we wear when judging when and where to put on the other Hats. The Blue Hat is the overall process organising Hat. It is the one worn almost continuously by the facilitator of a problem solving session rather than specifically by all members of a problem solving team. That being said, there are times when the team may benefit through collective donning of the Blue Hat:

Putting It All Together

There is no one definitive version of a ‘TRIZ process’. In many senses, such a thing can only exist in the mind of an individual. With this in mind, this article does not in any way seek to propose an all-encompassing ‘TRIZ process’. On the other hand, in order to examine how a ‘typical’ problem definition and solving session might require us to shift from one Hat to another, a number of generic steps are present in the vast majority of situations. These generic steps will be described below alongside a description of how we might shift from one Hat to another as we progress through the steps.

At the very broadest level we might see the systematic creativity process as consisting of four major steps - starting with Problem Definition, then Selecting the most appropriate solution routes, then generating Solutions, and finally Evaluating and down-selecting. We might see these steps as a looping process which repeats until we obtain a solution with which we are happy - Figure 2.



Figure 2: Four Major ‘Systematic Creativity’ Steps

Looking at each of these in turn:

DEFINE

SELECT

SOLVE

A variety of options here, depending on which of the TRIZ tools are relevant:

EVALUATE

Of course, the above does not claim to be in any way definitive, rather that it should be judged as a measure of the need for us to shift our mode of thinking both systematically and regularly during a problem session.

Six Thinking Hats and TRIZ-based Software

Some parts of the TRIZ community are strong advocates of TRIZ-based software. While being a frequent user of certain aspects of such software, this author believes that until such times as the software is able to take due account of the different modes of operation found in the human brain, it cannot hope to provide us with anything like a comprehensive problem definition and solving capability. Software tools currently claiming such a capability should be treated with a fair degree of (Black Hat) scepticism.

Conclusions

Successful use of TRIZ tools demands that we recognise that the human brain works in distinctly different modes. Edward DeBono’s Six Thinking Hats show us the six main modes of operation. We need to ensure that we are aware of the different modes, and, as much as possible, make sure that we match the appropriate Hat to the appropriate parts of the overall process.

 

References

  1. DeBono, E., ‘Six Thinking Hats’. Penguin, 1988.
  2. Mann, D.L., ‘Towards a Generic Inventive Problem Solving Methodology’, paper presented at 12th ASME DETC Conference, Maryland, September 2000.
  3. Mann, D.L., ‘Case Studies In TRIZ: A Comfortable Bicycle Seat’, TRIZ Journal, November 1998.
  4. Mann, D.L., ‘The Space Between Many Generic Solutions and My Specific Solution’, TRIZ Journal, to be published Spring 2001.