p. 41 some overlap with Kahneman on statistics, perception, and anecdotes
p. 55 using the red hat as an individual to effectively deal with personal emotions
p. 56 compare definitions of intuition with Kahneman's system 1
p. 59 opinions can be red hat (feelings), yellow hat (hopes), or black hat (fears)
p. 78 "far too often proof is no more than lack of imagination"
p. 79 "in the real world it is very difficult to be certain. Action has to be taken on 'likelihood.'"
p. 81 "we have to base speculations about the future on our own experience and the experience of others"
p. 91 "the one thing that characterized successful people was this overwhelming desire to make things happen"
p. 116 2000 years ago Chinese technology was way ahead of Western. His explanation for their lack of progress is failure to develop the hypothesis
p. 171 the process pros, cons, feelings, facts often guides individual decisions. In this case, it's done systematically and in the open
In the end all decisions are really "red hat"
topics to explore
preface xi simple concept: allows thinker to do one thing at a time
xiii the emphasis is on "what can be" rather than "what is"
p. 2 "what is" is determined by analysis, judgment and argument
"what can be" constructive thinking, creative thinking, "designing a way forward"
p. 3 traditional thinking tries to fit things into existing boxes
p. 4 parallel thinking all views, even contradictory, are examined at the same time without argument
p. 7 everyone should use the same mode together NOT each person different mode
p. 8 focus shifts from why we think a certain way to shifting to another mode of thinking
p. 9 the goal shifts from promoting one's own ideas to solving the problem at hand
p. 19 very important that group leader determines the mode of thinking and redirects anyone who changes mode
one minute per person present in each mode but if obvious progress is being made, longer time can be spent
p. 21 guidelines to follow
p. 22 these can be used by individuals alone or some time can be allocated for individuals in the group to wear certain hats while alone and then the group can reconvene afterward
The white hat (Note: this is an outline of the book. Find my meta-analysis of the book and its method here.
get the facts first and then look for a conclusion, rather than try to get facts to support a conclusion (he calls this typical Western thinking)
p. 29 framing suitable focusing questions
this hat best describes a judge (curious) rather than a lawyer (making an argument)
p. 31 involves skill, maybe more than the other hats
p. 33 believed facts and checked facts
p. 34 make sure to specify the level of certainty - never give own opinion under white hat
no attempt can be made to use facts to advance a point of view
references Japanese culture (face-based) as opposed to Western culture (argument-based)
p. 37 participants watch information slowly make itself into an idea
white hat overrides cultural bias
p. 39 white swan/black swan - white hat thinking is a continuum of definitely true to definitely false and everything in between
p. 43 various levels of precision are involved - statements of judgment need to be weighed in context (eg. many experts say...)
my summary: white hat is "just the facts, Ma'am."
The red hat (Note: this is an outline of the book. Find my meta-analysis of the book and its method here.
never try to explain or justify the feelings
the focus is on emotions relating to the idea under discussion. Do not change the subject
each person should express a feeling - this is input to the process, not a basis for final judgment
p. 52 "any good decision must be emotional in the end"
The purpose of the red hat is to expose background emotion
we tend to make snap judgments based on emotion
red hat brings these emotions to the surface before making judgment based on them
emotions are the link between our values and the decision
p. 61 "once the red hat idiom is established, putting forth emotional views without its formality comes to seem crude"
reduces the resentment and offense that emotions can cause
p. 64 imagine a different emotional background from time to time
p. 65 consider desires and emotions in an attempt to discern each party's values
1 examining whether the values can be satisfied with the decision
2 examining if both parties will benefit
3 weighing short term and long term benefits
p. 67 "there may be more danger in prejudices that are apparently founded in logic than those which are acknowledged as emotions"
being for something in the abstract but against it when it's expressed in concrete terms makes sense when the focus is on the emotions
p. 69 the red hat validates feelings by legitimizing their presence
The black hat (Note: this is an outline of the book. Find my meta-analysis of the book and its method here.
p. 71 indicates caution
the basis of critical thinking
it tells us something doesn't fit, or match, expectations
it isolates this mode of thinking so it doesn't overflow into the others
the green hat will be used to try to overcome the difficulties suggested under the black hat
could be phrased "I see a danger..."
p. 85 using this framework can help overly critical people feel comfortable using other modes
purpose of this mode is to put points of caution on the map
The yellow hat (Note: this is an outline of the book. Find my meta-analysis of the book and its method here.
p. 89 Unlike the black hat, this one is not a natural mode such as avoiding danger (not sure I agree - see optimism bias)
We need to develop a sensitivity to value that counteracts our sensitivity to danger
Like black hat, this is judgment thinking, not blue sky Pollyannaism
"What are the values? For whom? Under what circumstances? How are the values delivered? What other values are there?"
