What Is Parallel Thinking? A Structured Approach To Problem Solving

The parallel thinking renaissance is back again.

Don’t get me wrong, but I love parallel thinking. It’s been talked about in leadership circles for decades now. It seems management thinking and leadership development got shoved to the side when we got all fancy and started talking about parallel thinking.

But back in the day, parallel thinking was quite the thing.

Parallel thinking is a robust cognitive process developed by Dr. Edward de Bono.

It involves thinking in a structured and collaborative manner, where individuals or teams deliberately focus on one perspective or mode of thinking at a time.

Rather than engaging in traditional adversarial or competitive thinking, where different viewpoints clash, parallel thinking encourages participants to consider various aspects of a problem or situation in a coordinated and non-confrontational way.

Benefits of Parallel Thinking:

1. Efficient Problem Solving: Parallel thinking streamlines the problem-solving process. Exploring different aspects of a problem one by one avoids the confusion and delays caused by simultaneous, divergent discussions. This focused approach often leads to quicker and more effective solutions.
2. Enhanced Collaboration: Parallel thinking fosters collaboration and team cohesion. Since everyone focuses on the same aspect of the problem at any given time, it reduces conflict and promotes a positive, solution-oriented atmosphere.
3. Reduced Bias and Subjectivity: When individuals analyze a problem from multiple angles, they become more aware of their biases and preconceptions. Parallel thinking helps mitigate individual prejudices, leading to more objective and well-rounded decisions.
4. Comprehensive Exploration: Parallel thinking deliberately considers different perspectives, ensuring that no vital aspects of a problem are overlooked. This comprehensive exploration leads to more thorough and holistic solutions.
5. Time Management: Traditional discussions often get derailed by tangents and disagreements. Parallel thinking allocates time for each mode of thinking, allowing participants to focus on specific aspects while keeping the conversation on track.
6. Creative Idea Generation: Each mode of parallel thinking encourages participants to generate ideas within that particular framework. This structured approach often leads to innovative ideas that might not arise in less organized discussions.
7. Conflict Resolution: Parallel thinking creates an environment where conflicts can be addressed methodically and constructively. Instead of escalating disagreements, participants work together to find a resolution within each mode of thinking.
8. Improved Communication: Parallel thinking promotes active listening and communication. Participants must understand each mode before moving to the next, ensuring that everyone is on the same page and has the opportunity to contribute.

The Six Thinking Hats:

Dr. Edward de Bono’s “Six Thinking Hats” is a widely used parallel thinking technique. Each “hat” represents a specific mode of thinking, and participants metaphorically “wear” these hats one at a time to approach a problem from different angles. Here’s a brief overview of each hat:

1. White Hat: Factual and objective thinking. Focus on available information, data, and facts. Identify gaps in knowledge and areas that require further investigation.
2. Red Hat: Emotional thinking. Express feelings, intuitions, and gut reactions without justification. Acknowledge and address emotional responses to the problem.
3. Black Hat: Critical thinking. Identify potential risks, problems, and weaknesses. Play devil’s advocate to uncover flaws in the proposed solutions.
4. Yellow Hat: Positive thinking. Explore a particular solution or idea’s benefits, opportunities, and strengths. Emphasize the positive aspects.
5. Green Hat: Creative thinking. Generate new ideas, alternatives, and possibilities. Encourage thinking “outside the box” and exploring unconventional solutions.
6. Blue Hat: Process control. The facilitator wears this hat to manage the thinking process. It sets the agenda, guides the sequence of thinking, and ensures adherence to the rules of parallel thinking.

Steps to Implement Parallel Thinking:

1. Define the Problem: Clearly articulate the problem or situation that requires exploration and resolution.
2. Choose the Sequence: Determine the order in which the Six Thinking Hats will be used. The sequence should align with the objectives and nature of the problem.
3. Hat Application: Assign each participant or team a specific hat for a set period. Encourage participants to embrace the perspective of their respective hats and avoid discussing ideas from other modes.
4. Rotate Hats: At pre-defined intervals, rotate to the next hat. Summarize the findings or conclusions from each mode of thinking before switching to the following perspective.
5. Encourage Constructive Contributions: Foster an environment where all participants feel comfortable sharing their thoughts and ideas without fear of judgment or criticism.
6. Consolidate and Decide: Once all perspectives have been explored, evaluate the conclusions drawn from each mode of thinking. Use this collective insight to make informed decisions and devise comprehensive solutions.

Conclusion:

Parallel thinking is a valuable approach that enhances problem-solving, collaboration, and decision-making processes.

By embracing the diverse perspectives the Six Thinking Hats offers, individuals and teams can break away from traditional thinking patterns and unlock their creativity and problem-solving potential.

Parallel thinking’s structured and non-adversarial nature makes it a valuable tool for addressing complex challenges in various contexts, from business and innovation to personal life and relationships.

Catherine Fitzgerald B.A. M.A. PGDip( Founder )

With 30+ years of experience, Catherine Fitzgerald, B.A., M.A., PGDip, founded Oak Innovation in 1995. Catherine received her Bachelor’s degree and Master’s from University College Cork. She holds qualifications in Professional Development And Training from University College Galway. She is completing a second Master’s from University College Cork. Since 1995, clients include Apple, Time Warner, and Harvard University.