（文末附英文版）

Key Points/要點
De Bono's Six Thinking Hats is a powerful technique for looking at decision making from different points of view.
It allows emotion and skepticism to be brought into what might normally be a purely rational process, and it opens up the opportunity for creativity within decision making. Decisions made using the Six Thinking Hats technique can be sounder and more resilient than would otherwise be the case. It can also help you to avoid possible pitfalls before you have committed to a decision.

De Bono 的六頂思考帽是從不同視角考慮決策的一個強大方法。
通過這一方法，可以將情緒和質疑帶入通常可能純粹只有理性的流程，而且，在決策制定過程中還為創造性提供了機會。
通過六頂思考帽方法做出的決策，會更合理，更強韌。它還可以幫助你在最終確定某決策之前，避免可能存在的陷阱。

Looking at a Decision From All Points of View
全方位考慮決策
What is your instinctive approach to decision making? If you're naturally optimistic, then chances are you don't always consider potential downsides. Similarly, if you're very cautious or have a risk-averse outlook, you might not focus on opportunities that could open up.

你本能上是如何制定決策的？如果你天生樂觀，那麼很可能你不會總是考慮負面情形。同理，如果你極其謹慎或厭惡風險，你可能不會去重點關注其中蘊含的機遇。

Often, the best decisions come from changing the way that you think about problems, and examining them from different viewpoints.
"Six Thinking Hats" can help you to look at problems from different perspectives, but one at a time, to avoid confusion from too many angles crowding your thinking.

通常，最好的決策來自於改變你思考問題的方式，並從不同角度來審視這些問題。
「六頂思考帽「有助於你從不同角度看待問題，但每次一個角度，以避免太多角度造成你大腦擁擠混亂。
Six Thinking Hats was created by Edward de Bono, and published in his 1985 book of the same name. You can now find it in a new edition.
In this article, we explore how to use the Six Thinking Hats technique, and show an example of how it can work.
六頂思考帽由 Edward de Bono 提出，在1985年出版的同名書籍中發布。現在該書已經有新版本。
本文中，我們將探討如何使用這一方法，並附案例講解。

How to Use the Six Thinking Hats Model
如何使用「六頂思考帽」模型

You can use Six Thinking Hats in meetings or on your own. In meetings, it has the benefit of preventing any confrontation that may happen when people with different thinking styles discuss a problem, because every perspective is valid.

可以在會議中應用，也可以自己制定決策時使用。在會議中時，可以避免不同思考風格之人在探討問題時可能產生的衝突，因為這六種角度都是合理成立的。

Each "Thinking Hat" is a different style of thinking. These are explained below:
每一頂「思考帽」都是一種不同的思維方式，詳述如下：

White Hat: with this thinking hat, you focus on the available data. Look at the information that you have, analyze past trends, and see what you can learn from it. Look for gaps in your knowledge, and try to either fill them or take account of them.
白帽：聚焦既有數據。查看你擁有的信息、分析過去的趨勢，然後看能從中得到什麼。尋找個人知識和所知信息中的缺口，並儘量填充或關注這些缺口。

Red Hat: "wearing" the Red Hat, you look at problems using your intuition, gut reaction, and emotion. Also, think how others could react emotionally. Try to understand the responses of people who do not fully know your reasoning.
紅帽：用直覺、本能反應和情緒看待問題。同時也思考其他人在情緒上會有何反應。試著去理解那些並不完全了解你思路的人的反應。

Black Hat: using Black Hat thinking, look at a decision's potentially negative outcomes. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them.
Black Hat thinking helps to make your plans "tougher" and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. It's one of the real benefits of this model, as many successful people get so used to thinking positively that they often cannot see problems in advance. This leaves them under-prepared for difficulties.
黑帽：聚焦潛在的負面結果。以謹慎、防禦的態度看待問題，試著去思考為什麼它可能不會成功。這很重要，因為它強調了一個方案中的弱點。這樣就可以讓你去消除或改變這些弱點，或是準備相應的應急方案。
黑帽思維有助於讓你的方案更「硬質」、更強韌。還可以讓你在開始執行之前找到致命缺陷和風險。這也是黑帽思維所帶來的切實益處之一，因為很多成功人士太習慣於積極思維，以至於他們通常無法提前看到問題，從而導致對困難準備不周。

Yellow Hat: this hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.
黃帽：積極思維。樂觀視角，幫助你去看到某決策的所有潛在益處以及所蘊含的價值。當一切看起來低沉困難時，黃帽思維有助於讓你繼續前行。

Green Hat: the Green Hat represents creativity. This is where you develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. (You can explore a range of creativity tools to help you.)
綠帽：綠帽（咳咳，讓你笑了嗎？！憋回去！），代表創造性。在這種思維下，你需要為某一問題想出富有創造性的解決方案。這時候你可以天馬行空地思考，對任何想法幾乎都無需批評（可以嘗試使用多種創意工具）。

Blue Hat: this hat represents process control. It's the hat worn by people chairing meetings, for example. When facing difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking.
藍帽：這代表流程控制。它是由會議主持人等佩戴的。當創意枯竭，遇到困難時，他們可能會啟動綠帽思維。當需要制定應急方案時，他們可能就會要求啟動黑帽思維。
A variant of this technique is to look at problems from the point of view of different professionals (for example, doctors, architects or sales directors) or different customers.
另一種類似的方法是從不同職業視角（例如：醫生、建築師或銷售總監等）或不同客戶視角去看待問題。

An Example of Six Hat Thinking
具體應用實例

The directors of a property company are considering whether they should build a new office block. The economy is doing well, and the vacant office spaces in their city are being snapped up. As part of their decision-making process, they adopt the Six Thinking Hats technique.
一家房地產公司董事們在考慮要不要新建一片辦公樓樓盤。經濟形勢很好，所在城市裡空置辦公空間很快就會被搶購。在決策制定過程中，他們也採用了六頂思考帽方法。

Wearing the White Hat, they analyze the data that they have. They can see that the amount of available office space in their city is dwindling, and they calculate that, by the time a new office block would be completed, existing space will be in extremely short supply. They also note that the economic outlook is good, and steady growth is predicted to continue.
白帽思維下，他們開始分析當前擁有的數據信息。他們發現在他們所在城市，辦公空間存量正逐漸減少，而且他們計算，當新辦公樓盤竣工時，市場會面臨辦公空間極度緊缺局面。他們還注意到經濟前景很好，而且可以預測還會繼續穩定增長。

Thinking with a Red Hat, some of the directors say that the proposed building looks ugly and gloomy. They worry that people would find it an oppressive or uninspiring place to work.
紅帽思維下，一些董事說樓盤提案看起來很醜很陰沉，他們擔心人們會覺得作為工作場所這些建築很壓抑、沉悶。
When they think with the Black Hat, they wonder whether the economic forecast could be wrong. The economy may be about to experience a downturn, in which case the building could sit empty or only partially occupied for a long time. If the building is unattractive, then companies will choose to work in other, more attractive premises.
黑帽思維下，他們懷疑經濟預測會不會有誤。經濟可能將會下行，那麼到時他們的樓盤就會空置或僅部分入駐。如果辦公樓無吸引力，那麼企業可能就會選擇其他更有吸引力的場所。

Wearing the positive Yellow Hat, however, the directors know that, if the economy holds up and their projections are correct, the company stands to make a healthy profit. If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.
黃帽思維下，董事們知道，如果經濟態勢保持，他們的預測正確，那麼公司就會利潤可觀。如果他們幸運的話，可能會在下次經濟下行拐點之前將樓盤全部賣掉，或以長期租賃的方式，挺過經濟蕭條期。

With Green Hat thinking, they consider whether they should redesign the building to make it more appealing. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term, then buy up property at a lower cost when the next downturn happens.
綠帽思維下，他們考慮是否要重新設計辦公樓，讓它們更具吸引力。可以建無論任何經濟環境人們都想租的高品質辦公樓。也或者，可以把這筆資金用於短期投資，之後在下次經濟下行期間，以較低成本購入房產。

The chairman of the meeting wears the Blue Hat to keep the discussion moving and ideas flowing, encouraging the other directors to switch their thinking between the different perspectives.
會議主持人「佩戴藍帽」，保證討論有序開展、創意不斷湧出，並鼓勵其他董事們在不同視角之間切換他們的思維方式。
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Having examined their options from numerous viewpoints, the directors have a much more detailed picture of possible outcomes, and can make their decision accordingly.
在從多個視角考慮了他們的選擇後，董事們對潛在結果有了更詳細的了解，然後就可以相應作出適當決策。