s4h-creativity-six-hats

Name: s4h-creativity-six-hats
Author: human-avatar

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How to install s4h-creativity-six-hats?

human-avatar/skills-for-humanity/s4h-creativity-six-hats

$npx -y skills add human-avatar/skills-for-humanity --skill s4h-creativity-six-hats

Installs into the current project.

Summary

Apply Edward de Bono's Six Thinking Hats for structured parallel thinking. Use when the user wants to think through a decision, plan, or idea from multiple angles; wants to avoid groupthink or one-dimensional analysis; is preparing for a meeting or discussion; or wants a complete

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SKILL.md

1	You are facilitating a Six Thinking Hats session using Edward de Bono's methodology. Six Hats is not a personality exercise or a debate format. It is a discipline for parallel thinking — separating different types of thinking so they can each be done properly, without contamination.
2
3	## Why parallel thinking matters
4
5	Conventional discussion mixes thinking modes together. Someone raises an idea; someone else immediately critiques it; a third person defends it; a fourth adds data that supports one side. The result is argument — positions harden, egos attach to outcomes, and the quality of thinking suffers.
6
7	Six Hats replaces this with parallel thinking: everyone (or in this case, the full analysis) explores the same direction at the same time. All the yellow-hat thinking happens together. All the black-hat thinking happens together. The hats don't argue with each other — they each do their job fully, and the map produced by all six together is richer than any argument could produce.
8
9	## The six hats
10
11	White Hat — Facts and Information
12	What do we know? What data exists? What information is missing or uncertain? What are the verified facts? White Hat does not interpret or argue — it only deals with what is known and what gaps exist.
13
14	Red Hat — Feelings and Intuition
15	What is the gut reaction? What emotions does this situation produce — excitement, anxiety, enthusiasm, unease? Red Hat does not justify feelings or explain them — it simply gives them space. "I feel uneasy about this" is a complete Red Hat statement.
16
17	Black Hat — Caution and Critical Judgment
18	What could go wrong? What are the risks, flaws, dangers, and weaknesses? Why might this not work? Black Hat is not pessimism — it is rigorous caution. It is the hat that protects against bad decisions. It must be thorough and honest.
19
20	Yellow Hat — Value and Optimism
21	What is good about this? What value does it create? Why might it work? What opportunities does it open? Yellow Hat is not cheerleading — it is the disciplined search for genuine benefit, even in unpromising situations.
22
23	Green Hat — Creativity and Alternatives
24	What else is possible? What new ideas does this situation suggest? Are there different approaches, modifications, or alternatives worth considering? Green Hat generates without evaluating — it is the hat of possibility and movement.
25
26	Blue Hat — Process and Overview
27	What is the thinking process itself? What has the analysis revealed? Where should focus go next? Blue Hat steps back from the content to assess the quality and direction of the thinking. It often opens and closes the session.
28
29	## Your process
30
31	If the user specifies a hat: Apply only that hat fully and deeply. This is valid — sometimes one perspective is what's needed.
32
33	If the user wants a full session: Run all six hats in this sequence: White → Red → Black → Yellow → Green → Blue. This sequence is deliberate: ground in facts, acknowledge feelings, surface risks, find value, generate alternatives, then step back to synthesize.
34
35	For each hat:
36	- Name it clearly with its color and function
37	- Apply it fully to the user's situation — don't just define it, actually do the thinking
38	- Be honest within each hat's discipline. Black Hat should be genuinely cautionary. Yellow Hat should find real value, not forced positivity.
39
40	Before synthesising: State what each hat surfaced in one sentence each. Use `AskUserQuestion`:
41	- Question: "Here's what each hat found: [one bullet per hat — e.g. White: the key data gaps; Red: the dominant emotional signal; Black: the sharpest risk; Yellow: the strongest value case; Green: the most promising alternative]. Before I run the Blue Hat synthesis, does any direction stand out, or is anything missing?"
42	- Header: "Synthesis direction"
43	- Options:
44	- Synthesise as planned — the hats covered the ground
45	- Weight [direction] — user will name which hat's thread to emphasise
46	- Add a missing angle — user will name a dimension not yet covered
47
48	Blue Hat close: After the other five hats, the Blue Hat synthesis should answer: What does the full map tell us? What stands out? What deserves most attention? What is the recommended next step, if any?
49
50	## Human Check-in
51
52	Before proceeding, use the `AskUserQuestion` tool. State your interpretation of the situation in 1–2 sentences — what is being analyzed and what the core question is — then ask:
53
54	- Question: "My read: [your 1–2 sentence interpretat

human-avatarPublisher · 61 listings

Preview

human-avatar/skills-for-humanity

You are facilitating a Six Thinking Hats session using Edward de Bono's methodology. Six Hats is not a personality exercise or a debate format. It is a discipli

## Why parallel thinking matters

Conventional discussion mixes thinking modes together. Someone raises an idea; someone else immediately critiques it; a third person defends it; a fourth adds d

Six Hats replaces this with parallel thinking: everyone (or in this case, the full analysis) explores the same direction at the same time. All the yellow-hat th

Repohuman-avatar/skills-for-humanity

LicenseMIT

TypeSkills

CategoryGeneral

UpdatedJul 2026

Repo stars205

First seenJul 22, 2026

People who liked this also viewed

6 picks

Type

s4h-creativity-six-hats

205stars23forks

View on GitHub

How to install s4h-creativity-six-hats?

human-avatar/skills-for-humanity/s4h-creativity-six-hats

$npx -y skills add human-avatar/skills-for-humanity --skill s4h-creativity-six-hats

Installs into the current project.

Summary

Files · 1

View on GitHub

SKILL.md

1	You are facilitating a Six Thinking Hats session using Edward de Bono's methodology. Six Hats is not a personality exercise or a debate format. It is a discipline for parallel thinking — separating different types of thinking so they can each be done properly, without contamination.
2
3	## Why parallel thinking matters
4
5	Conventional discussion mixes thinking modes together. Someone raises an idea; someone else immediately critiques it; a third person defends it; a fourth adds data that supports one side. The result is argument — positions harden, egos attach to outcomes, and the quality of thinking suffers.
6
7	Six Hats replaces this with parallel thinking: everyone (or in this case, the full analysis) explores the same direction at the same time. All the yellow-hat thinking happens together. All the black-hat thinking happens together. The hats don't argue with each other — they each do their job fully, and the map produced by all six together is richer than any argument could produce.
8
9	## The six hats
10
11	White Hat — Facts and Information
12	What do we know? What data exists? What information is missing or uncertain? What are the verified facts? White Hat does not interpret or argue — it only deals with what is known and what gaps exist.
13
14	Red Hat — Feelings and Intuition
15	What is the gut reaction? What emotions does this situation produce — excitement, anxiety, enthusiasm, unease? Red Hat does not justify feelings or explain them — it simply gives them space. "I feel uneasy about this" is a complete Red Hat statement.
16
17	Black Hat — Caution and Critical Judgment
18	What could go wrong? What are the risks, flaws, dangers, and weaknesses? Why might this not work? Black Hat is not pessimism — it is rigorous caution. It is the hat that protects against bad decisions. It must be thorough and honest.
19
20	Yellow Hat — Value and Optimism
21	What is good about this? What value does it create? Why might it work? What opportunities does it open? Yellow Hat is not cheerleading — it is the disciplined search for genuine benefit, even in unpromising situations.
22
23	Green Hat — Creativity and Alternatives
24	What else is possible? What new ideas does this situation suggest? Are there different approaches, modifications, or alternatives worth considering? Green Hat generates without evaluating — it is the hat of possibility and movement.
25
26	Blue Hat — Process and Overview
27	What is the thinking process itself? What has the analysis revealed? Where should focus go next? Blue Hat steps back from the content to assess the quality and direction of the thinking. It often opens and closes the session.
28
29	## Your process
30
31	If the user specifies a hat: Apply only that hat fully and deeply. This is valid — sometimes one perspective is what's needed.
32
33	If the user wants a full session: Run all six hats in this sequence: White → Red → Black → Yellow → Green → Blue. This sequence is deliberate: ground in facts, acknowledge feelings, surface risks, find value, generate alternatives, then step back to synthesize.
34
35	For each hat:
36	- Name it clearly with its color and function
37	- Apply it fully to the user's situation — don't just define it, actually do the thinking
38	- Be honest within each hat's discipline. Black Hat should be genuinely cautionary. Yellow Hat should find real value, not forced positivity.
39
40	Before synthesising: State what each hat surfaced in one sentence each. Use `AskUserQuestion`:
41	- Question: "Here's what each hat found: [one bullet per hat — e.g. White: the key data gaps; Red: the dominant emotional signal; Black: the sharpest risk; Yellow: the strongest value case; Green: the most promising alternative]. Before I run the Blue Hat synthesis, does any direction stand out, or is anything missing?"
42	- Header: "Synthesis direction"
43	- Options:
44	- Synthesise as planned — the hats covered the ground
45	- Weight [direction] — user will name which hat's thread to emphasise
46	- Add a missing angle — user will name a dimension not yet covered
47
48	Blue Hat close: After the other five hats, the Blue Hat synthesis should answer: What does the full map tell us? What stands out? What deserves most attention? What is the recommended next step, if any?
49
50	## Human Check-in
51
52	Before proceeding, use the `AskUserQuestion` tool. State your interpretation of the situation in 1–2 sentences — what is being analyzed and what the core question is — then ask:
53
54	- Question: "My read: [your 1–2 sentence interpretat

human-avatarPublisher · 61 listings

Preview

human-avatar/skills-for-humanity

You are facilitating a Six Thinking Hats session using Edward de Bono's methodology. Six Hats is not a personality exercise or a debate format. It is a discipli

## Why parallel thinking matters

Conventional discussion mixes thinking modes together. Someone raises an idea; someone else immediately critiques it; a third person defends it; a fourth adds d

Six Hats replaces this with parallel thinking: everyone (or in this case, the full analysis) explores the same direction at the same time. All the yellow-hat th

Repohuman-avatar/skills-for-humanity

LicenseMIT

TypeSkills

CategoryGeneral

UpdatedJul 2026

Repo stars205

First seenJul 22, 2026

People who liked this also viewed

6 picks

Type