Six Thinking Hats

Using the Six Hats method one major corporation reduced the time taken for multinational project discussions from 30 days to just 2 days. Argument is inefficient, ineffective and extremely slow. Argument was never designed to be constructive. The parallel thinking of the Six Hats method is rapidly replacing argument around the world. From senior executives at major corporations like Siemens, NTT, Prudential (US) to four-year-olds in school. From Khmer villagers in Cambodia to senior government departments. For two thousand four hundred years we have been content with argument which was never designed to be constructive. Discovering `what is` may not be the same as designing `what can be`. There is nothing more sad and wasteful than a roomful of intelligent and highly paid people waiting for a chance to attack something the speaker has said. With the Six Hats method the fullest use is made of everyone`s intelligence, experience and information. The Six Hats also removes all `ego` from the discussion process. The need for the Six Hats is based on an understanding of how the brain chemicals change with the mode of thinking. So trying to do everything at once is inefficient.