Think like a Product Manager - The Thinking Hats

We all have sayings we don’t realise are sayings. As an Australian, we have a LOT in general. I was intrigued to find out one saying that I use without knowing:

‘Putting on another hat…’

So where does it come from?

Long before Harry Potter and his mates were sorted into houses, there was another set of hats that children used...

I was born in the 1980’s (yes, ancient now...). By the time I was of school age in Australia, a certain way of teaching was hugely popular, lateral thinking. We are all a product of time and circumstance and for me, my time meant that we were trained as children to look at problems from different angles and central to this were ‘the Six Thinking Hats’ of Edward Debono…

The Six Thinking Hats introduces a method for clearer, more productive thinking. At its core is the principle of lateral thinking, the ability to look at problems from new, unexpected angles. The Six Hats method is a framework designed to separate thinking into six distinct modes, helping individuals and teams work through problems more efficiently and creatively.

In my life as a product manager, it is a mindset that I take for granted. Juggling ambiguity and complexity every day, it is the way I inherently break down problems, look for and deliver value.

So what is lateral thinking?

Edward de Bono coined the term lateral thinking to contrast with traditional vertical thinking, which is logical, step-by-step, and rooted in established patterns. Lateral thinking, is about rethinking assumptions, breaking patterns, and generating fresh perspectives.

For product managers, lateral thinking can be invaluable:

• Need to innovate on a feature? Use lateral thinking to explore unconventional solutions.

• Stuck in analysis paralysis? Use lateral thinking to reframe the problem.

• Dealing with stakeholder tension? Use lateral thinking to uncover hidden interests or alternative paths.

The Six Thinking Hats system is a practical application of lateral thinking to decision-making and team collaboration.

Overview of the Six Thinking Hats

Each “hat” represents a different direction or mode of thinking. When individuals or teams “put on a hat,” they agree to think in that mode together, and intentionally.

Hat #1 = The White Hat (Facts & Information)

Focus: Neutral, objective data.

When wearing the White Hat, the team looks at the information they have and identifies what is missing.

PM context: “What do we know about our users? What data supports this decision?”

Hat #2 = The Red Hat (Feelings & Intuition)

Focus: Emotions, gut feelings, and hunches.

Red Hat thinking gives space for instinctive responses without justification.

PM context: “My gut tells me this feature will frustrate users. I can’t explain it yet, but we should explore that.”

Hat #3 = The Black Hat (Caution & Risk)

Focus: Critical judgment, identifying dangers and obstacles.

This hat helps avoid potential pitfalls by encouraging careful analysis of what might go wrong.

PM context: “What are the risks of launching without beta testing? What could fail?”

Hat #4 = The Yellow Hat (Optimism & Benefits)

Focus: Positive thinking and identifying value or potential.

It helps ensure good ideas are fully explored and benefits are captured.

PM context: “If we pull this off, what’s the upside? How could this exceed expectations?”

Hat #5 = The Green Hat (Creativity & Alternatives)

Focus: Idea generation, exploration, and innovation.

Green Hat thinking encourages new approaches and out-of-the-box thinking.

PM context: “Let’s brainstorm five wild ways to onboard users. No idea is too crazy.”

Hat #6 = The Blue Hat (Process Control & Organisation)

Focus: Managing the thinking process itself.

Blue Hat thinking defines what the group is doing, sets objectives, and ensures productive flow.

PM context: “Let’s start with White Hat thinking to gather facts, then move into Yellow and Black to weigh pros and cons.”

How the Six Hats Theory Came About

Edward de Bono developed the Six Thinking Hats in the 1980s as part of his broader work on lateral thinking. Frustrated by traditional models of argument and debate, which often pit people against each other, he wanted to create a method that promoted parallel thinking. The idea is that instead of arguing from entrenched positions, individuals could cooperate in examining a problem from multiple angles.

The Hats are intentionally simplified, using colours and metaphors to reduce cognitive load and encourage participation. In team settings, the hats remove ego and politics by making it okay to think “just in one direction” for a while.

Why It’s Still Relevant for Product Managers Today

Despite being decades old, The Six Thinking Hats is incredibly relevant for modern product teams:

Facilitates Better Meetings

Product managers run countless meetings. Using the hats helps structure discussions, reduce circular debates, and give space to all types of thinking—especially from quieter team members.

Balances Emotion and Logic

PMs are trained to lean on data, but ignoring emotion and intuition can lead to bad decisions. The Red Hat validates gut instincts as part of the process.

Promotes Psychological Safety

Because the hat system externalises thinking styles, it’s easier to voice concerns (“Under the Black Hat…”) or propose wild ideas (“Putting on my Green Hat…”) without fear of judgment.

Improves Decision-Making

By consciously switching hats, PMs avoid bias, groupthink, and overconfidence. It’s a tool to check blind spots before committing.

Supports Cross-Functional Alignment

Engineering thinks differently from design. Sales has different concerns than UX. The Six Hats give everyone a shared framework to contribute equally and constructively.

Final Thoughts

For product managers navigating complexity, ambiguity, and cross-functional chaos, a process like the six thinking hats can offer clarity and breadth of discovery.

Use it in your next meeting. Apply it during product discovery. Or reflect on it when you’re stuck. Because sometimes, the best way forward isn’t to argue harder, it’s to think differently.

TL;DR = Six Thinking Hats for Product Managers

• White Hat: What do we know? What data is missing?

• Red Hat: What do we feel? What are our instincts?

• Black Hat: What might go wrong? What are the risks?

• Yellow Hat: What are the benefits? What’s the upside?

• Green Hat: What are the creative alternatives?

• Blue Hat: What’s the process? How do we manage the discussion?