Six Thinking Hats

Full Markdown demo

# Six Thinking Hats: Classic Generation Example

## Input Summary
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Classic Case Context
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Skill Used
- Six Thinking Hats
- Separate facts, feelings, risks, upside, creativity, and process.
- Best for: Group decisions, divergent opinions, brainstorms, and reviews.
- Can generate: Hat-by-hat notes, tensions, agreements, and facilitation flow.

## Situation Judgment
This is a classic situation for Six Thinking Hats: the input contains a goal, constraints, stakeholder judgments, and a need for action.

## Executive Summary
Separate facts, assumptions, constraints, and actions first, then use Six Thinking Hats to turn the material into a deliverable. The output should make an actionable judgment, not merely explain the framework.

## Framework Analysis
| Module | Typical output | Purpose |
| --- | --- | --- |
| Facts | Verifiable information from the input | Avoid intuition-only judgment |
| Assumptions | Unknowns that can change the conclusion | Guide validation |
| Framework analysis | Structure through Six Thinking Hats | Create shared language |
| Action | Owner, time, metric | Drive execution |

## Reusable Diagram
This is a Markdown-only output. Switch to diagram or PDF-ready output to generate Mermaid.

## Recommendation
Use this as the first decision or workshop artifact, then add real evidence, owners, and dates.

## Risks And Unknowns
- If the input lacks real evidence, ranking and recommendations remain working assumptions.
- The framework cannot replace stakeholder alignment on goals and constraints.
- The diagram is a communication surface, not final truth.

## Next Actions
1. Confirm the goal and non-negotiable constraints.
2. Add the 2-3 pieces of evidence most likely to change the conclusion.
3. Share the output, collect objections, and update the version.

Full Markdown demo

# Six Thinking Hats: Classic Generation Example

## Input Summary
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Classic Case Context
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Skill Used
- Six Thinking Hats
- Separate facts, feelings, risks, upside, creativity, and process.
- Best for: Group decisions, divergent opinions, brainstorms, and reviews.
- Can generate: Hat-by-hat notes, tensions, agreements, and facilitation flow.

## Situation Judgment
This is a classic situation for Six Thinking Hats: the input contains a goal, constraints, stakeholder judgments, and a need for action.

## Executive Summary
Separate facts, assumptions, constraints, and actions first, then use Six Thinking Hats to turn the material into a deliverable. The output should make an actionable judgment, not merely explain the framework.

## Framework Analysis
| Module | Typical output | Purpose |
| --- | --- | --- |
| Facts | Verifiable information from the input | Avoid intuition-only judgment |
| Assumptions | Unknowns that can change the conclusion | Guide validation |
| Framework analysis | Structure through Six Thinking Hats | Create shared language |
| Action | Owner, time, metric | Drive execution |

## Reusable Diagram
```mermaid
journey
  title Six Thinking Hats workshop flow
  section Diverge
    Gather facts: 4: Team
    Surface risks: 3: Team
  section Converge
    Select options: 4: Team
    Commit next action: 5: Facilitator
```

## Recommendation
Use this as the first decision or workshop artifact, then add real evidence, owners, and dates.

## Risks And Unknowns
- If the input lacks real evidence, ranking and recommendations remain working assumptions.
- The framework cannot replace stakeholder alignment on goals and constraints.
- The diagram is a communication surface, not final truth.

## Next Actions
1. Confirm the goal and non-negotiable constraints.
2. Add the 2-3 pieces of evidence most likely to change the conclusion.
3. Share the output, collect objections, and update the version.

Mermaid demo

journey
  title Six Thinking Hats workshop flow
  section Diverge
    Gather facts: 4: Team
    Surface risks: 3: Team
  section Converge
    Select options: 4: Team
    Commit next action: 5: Facilitator

Full Markdown demo

# Six Thinking Hats: Classic Generation Example

## Input Summary
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Classic Case Context
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Skill Used
- Six Thinking Hats
- Separate facts, feelings, risks, upside, creativity, and process.
- Best for: Group decisions, divergent opinions, brainstorms, and reviews.
- Can generate: Hat-by-hat notes, tensions, agreements, and facilitation flow.

## Situation Judgment
This is a classic situation for Six Thinking Hats: the input contains a goal, constraints, stakeholder judgments, and a need for action.

## Executive Summary
Separate facts, assumptions, constraints, and actions first, then use Six Thinking Hats to turn the material into a deliverable. The output should make an actionable judgment, not merely explain the framework.

## Framework Analysis
| Module | Typical output | Purpose |
| --- | --- | --- |
| Facts | Verifiable information from the input | Avoid intuition-only judgment |
| Assumptions | Unknowns that can change the conclusion | Guide validation |
| Framework analysis | Structure through Six Thinking Hats | Create shared language |
| Action | Owner, time, metric | Drive execution |

## Reusable Diagram
```mermaid
journey
  title Six Thinking Hats workshop flow
  section Diverge
    Gather facts: 4: Team
    Surface risks: 3: Team
  section Converge
    Select options: 4: Team
    Commit next action: 5: Facilitator
```

## Recommendation
Use this as the first decision or workshop artifact, then add real evidence, owners, and dates.

## Risks And Unknowns
- If the input lacks real evidence, ranking and recommendations remain working assumptions.
- The framework cannot replace stakeholder alignment on goals and constraints.
- The diagram is a communication surface, not final truth.

## Next Actions
1. Confirm the goal and non-negotiable constraints.
2. Add the 2-3 pieces of evidence most likely to change the conclusion.
3. Share the output, collect objections, and update the version.

Mermaid demo

journey
  title Six Thinking Hats workshop flow
  section Diverge
    Gather facts: 4: Team
    Surface risks: 3: Team
  section Converge
    Select options: 4: Team
    Commit next action: 5: Facilitator

PDF-ready HTML demo

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    <p class="meta">ThinkOps AI PDF-ready output</p>
    <h1>Six Thinking Hats: Classic Generation Example</h1>
    <pre># Six Thinking Hats: Classic Generation Example

## Input Summary
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Classic Case Context
A large customer wants us to jump the queue and build a custom approval workflow in two weeks. Sales says it protects a $500k renewal, product worries it breaks the roadmap, engineering worries about debt, and support worries other customers will request exceptions. Use Six Thinking Hats to design a 60-minute discussion with questions, outputs, and next steps for each hat.

## Skill Used
- Six Thinking Hats
- Separate facts, feelings, risks, upside, creativity, and process.
- Best for: Group decisions, divergent opinions, brainstorms, and reviews.
- Can generate: Hat-by-hat notes, tensions, agreements, and facilitation flow.

## Situation Judgment
This is a classic situation for Six Thinking Hats: the input contains a goal, constraints, stakeholder judgments, and a need for action.

## Executive Summary
Separate facts, assumptions, constraints, and actions first, then use Six Thinking Hats to turn the material into a deliverable. The output should make an actionable judgment, not merely explain the framework.

## Framework Analysis
| Module | Typical output | Purpose |
| --- | --- | --- |
| Facts | Verifiable information from the input | Avoid intuition-only judgment |
| Assumptions | Unknowns that can change the conclusion | Guide validation |
| Framework analysis | Structure through Six Thinking Hats | Create shared language |
| Action | Owner, time, metric | Drive execution |

## Reusable Diagram
```mermaid
journey
  title Six Thinking Hats workshop flow
  section Diverge
    Gather facts: 4: Team
    Surface risks: 3: Team
  section Converge
    Select options: 4: Team
    Commit next action: 5: Facilitator
```

## Recommendation
Use this as the first decision or workshop artifact, then add real evidence, owners, and dates.

## Risks And Unknowns
- If the input lacks real evidence, ranking and recommendations remain working assumptions.
- The framework cannot replace stakeholder alignment on goals and constraints.
- The diagram is a communication surface, not final truth.

## Next Actions
1. Confirm the goal and non-negotiable constraints.
2. Add the 2-3 pieces of evidence most likely to change the conclusion.
3. Share the output, collect objections, and update the version.
</pre>
    <h2>Mermaid diagram source</h2><pre>journey
  title Six Thinking Hats workshop flow
  section Diverge
    Gather facts: 4: Team
    Surface risks: 3: Team
  section Converge
    Select options: 4: Team
    Commit next action: 5: Facilitator</pre>
  </main>
</body>
</html>