This framework is now very widely used around the world. It is used by top executives at some of the world's largest corporations (Siemens, Bosch, British Telecom, Prudential, ABB, 3M, Ericsson, Motorola, Nokia etc.) and by four year-olds in school (Clayfield College, Brisbane, and the Low's School in Singapore). Simon Batchelor, on an aid mission to Cambodia, found himself teaching the framework to Khmer Villagers to get them involved in Water-drilling projects.

It is an alternative to traditional argument and is far more constructive. At any moment all thinkers involved are thinking in the same 'direction.' The direction is indicated by one or other of the six coloured hats. For example, the White Hat requires an attention to information: what do we have; what do we need; what is missing. The Green Hat demands a focus on 'creative effort.' When the Green Hat is in use everyone makes a creative effort: new ideas, alternatives, modifications of an idea, possibilities, provocations, etc.

Experience has shown that Six Hat thinking is much more powerful and constructive than argument or discussion. It is also very much faster. Meeting times are reduced to one quarter or even one tenth.

The Six Hats method gets rid of egos, which are such a problem in traditional thinking. It is no longer a matter of defending an idea or attacking an idea. If you want to show off you do so be performing very well under each hat.

The Six Hat method is based on a consideration of how the brain chemicals differ when we are being cautious and when we are being positive. This chemical pre-sensitization is a key part of brain function. You cannot sensitize in all directions at once - so there is an absolute need to separate out the modes of thinking.

For formal training in the method, please contact distributors listed under www.debonothinkingsystems.com