rhel administration certification

 The 6 Hats Method is a methodology for group discussion and decision-making created by the famous Maltese psychologist Edward de Bono rhel administration certification. 

It is associated with lateral thinking and offers tools to think more effectively and in a thorough and cohesive way, proposing an observation of the different facets of a problem or situation from different points of view.

This method, endorsed by psychologists from all areas, is ideal to put into practice when faced with the need to make group decisions, since it avoids judging problems a priori, and uses empathy to avoid unnecessary confrontations.

This technique tries to reproduce the complex brain activity that is generated by the decision-making process and in which emotions, feelings, objective analysis, and evaluation of pros and cons participate, forcing lateral thinking and observation from different perspectives.

To carry it out, you just have to define the problem and let each member of the group put on (literally or symbolically) each of the 6 hats, giving their opinion of the problem following the rules that are associated with each color.

Each hat represents a way of dealing with the situation:

The white hat : objective and neutral thinking.

This hat forces us to face the evaluation of the problem from a factual point of view, analyzing the available data, past and current trends, and asking: What do I know? What do I need to find out? What information do I have to collect?

The red hat : emotions, intuition, hunches.

Wearing this hat requires setting aside objective thinking and focusing on gut instincts, emotions, and intuition. The questions to ask yourself under the influence of this hat are: How does this situation make me feel? What do I like about this situation? That I do not like it? The answers to these questions do not necessarily have to follow a logical reasoning, but rather seek to expose the visceral reaction of the participants to the situation.

The black hat : negative judgment.

When wearing this hat, the group members have to identify the current dangers of the situation, the barriers they face, the obstacles to overcome, the risks that it will last over time and any other characteristic of negative connotation. It is important to keep in mind that the intention of this hat is to present constructive criticism, as it highlights the weak points of the plan. Good questions to ask yourself at this point are: Why is this situation so bad? How serious are the risks? What are the main impediments to reaching a solution?

The yellow hat : positive judgment and benefits.

This hat helps to think positively, seeing from an optimistic point of view the benefits of an idea or situation, without falling into blind optimism but rather carrying out an analytical process that seeks to create arguments that justify the decision. "What is going well?" and "What are the short-term and long-term benefits of this situation?" are good questions to ask yourself when wearing the yellow hat

The green hat : creativity.

The green hat represents the moment in which creative solutions to a problem are developed, analyzing possibilities and alternatives and allowing free thought to flow without leaving room for criticism. The participant who wears the green hat has to ask himself what new ideas can arise from this situation? That I can contribute? Can I create something new with the tools that I have?

The blue hat : process control.

This is the hat that those who preside or moderate the meetings must wear, since it defines objectives and the route to achieve them, evaluates advantages and disadvantages, and helps the group stay focused on its work, asking what thought do we need to put into practice to face this situation in the most effective way possible? How to organize the process? How to plan a response strategy?