Parallel Thinking

Updated October 2026 · reviewed for today

In short

Parallel thinking is Edward de Bono‘s method for getting a group to think in the same direction at the same time, instead of arguing from opposite positions. Its best-known tool is the Six Thinking Hats, set out in his 1985 book: everyone looks at facts, then feelings, then risks, then benefits, then new ideas, with one hat managing the process.

Table of Contents

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How it works

01

Agree the mode

The group picks one way of thinking at a time, such as facts only or risks only, and everyone works in that mode.

02

Rotate through the hats

White for information, red for feelings, black for caution, yellow for benefits, green for new ideas, blue for managing the process.

03

Lay views side by side

Points are collected next to each other, not set against each other, so even contradictory points are recorded.

04

Decide at the end

Only after each angle has been covered does the group judge the options, usually under the blue hat.

Where you see it today

Hat-by-hat prompting

Teams ask an AI assistant to take one role at a time, such as the cautious critic or the idea generator, before asking for a decision. The de Bono Group itself now offers an AI agent for practising the Six Thinking Hats.

Business Engineer

the AI agent is taking over the computer — the system of action

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Multi-persona AI research

Researchers found that prompting one language model to simulate several personas that work together improved its performance on some knowledge and reasoning tasks (Wang et al., 2023). It is close to parallel thinking: several viewpoints, one shared task.

Exploring branches before choosing

Tree of Thoughts lets a language model explore several reasoning paths, judge them and backtrack before committing (Yao et al., 2023). Like parallel thinking, it separates generating options from choosing between them.

When debate works better

Parallel is not always better. Having several model instances propose and critique each other’s answers improved reasoning and factual accuracy in one study (Du et al., 2023). Structured critique still has a place, as the black hat does in de Bono’s own method.

Parallel thinking vs related methods

Parallel thinking

How it worksEveryone takes the same angle at the same time

Main riskCan feel slow or scripted

Adversarial debate

How it worksSides argue for opposing positions

Main riskEgo and status battles; good ideas lost

Brainstorming

How it worksMany ideas first, judgement later

Main riskLoud voices dominate; little critique

Lateral thinking

How it worksDeliberately breaks patterns to create new ideas

Main riskIdeas without a path to execution

Devil's advocate

How it worksOne person argues against the plan

Main riskEasy to dismiss as a role

How to use it

• Name the hat at the start of each segment and keep the whole group on it.
• Start with the white hat so everyone works from the same facts.
• Give the red hat a short, fixed time for gut reactions, without justification.
• Ask an AI assistant to produce the black-hat and green-hat lists separately, then compare them with the group's own.
• Close with the blue hat: summarise what each hat produced and agree the next step.

The Business Engineer lens

AI makes it cheap to generate every angle on a decision, so the scarce skill is structuring the conversation and making the final call. The Business Engineer view treats parallel thinking as a protocol for running people and models together, with judgement kept for the end.

Read: 20 Mental Models For AI Business →Explore the platform →

Related: Lateral thinking · Convergent vs divergent thinking · Groupthink · Abilene paradox · Straw man fallacy

Frequently asked questions

What is parallel thinking?

It is Edward de Bono's method of having a group think in the same mode at the same time, rather than arguing from opposite positions.

How does parallel thinking relate to the Six Thinking Hats?

The Six Thinking Hats are the main tool for parallel thinking: each hat stands for one mode, and the group wears the same hat together.

Is parallel thinking the same as brainstorming?

No. Brainstorming is about generating ideas; parallel thinking covers facts, feelings, risks and benefits too, one at a time.

Can AI help with parallel thinking?

Yes. A model can be asked to take one hat at a time, which gives a group a full list for each angle before it decides.

Sources

• The de Bono Group, Edward de Bono: Six Thinking Hats and Parallel Thinking
• Wang, Z., Mao, S., Wu, W. et al. (2023), Unleashing the Emergent Cognitive Synergy in Large Language Models, arXiv
• Yao, S., Yu, D., Zhao, J. et al. (2023), Tree of Thoughts: Deliberate Problem Solving with Large Language Models, arXiv
• Du, Y., Li, S., Torralba, A. et al. (2023), Improving Factuality and Reasoning in Language Models through Multiagent Debate, arXiv

The full guide

The complete explainer, cleaned up and reformatted for mobile.

Parallel Thinking, introduced by Edward de Bono, is a structured approach to problem-solving that employs six distinct thinking styles, known as Six Thinking Hats. Each “hat” represents a specific perspective, allowing efficient exploration of various facets of a problem or situation, leading to comprehensive analysis and effective decision-making.

Definition of Parallel Thinking

At its core, parallel thinking is a cognitive process that involves considering multiple perspectives or viewpoints simultaneously, rather than sequentially.

It encourages individuals or groups to explore different facets of a problem or idea in a structured and organized manner.

Rather than engaging in adversarial arguments or debates, parallel thinking fosters a cooperative and constructive thinking environment.

Benefits of Parallel Thinking

• Enhanced Problem Solving: Parallel thinking facilitates a comprehensive examination of problems from various angles. This leads to more effective problem-solving by considering a broader range of factors and potential solutions.
• Conflict Resolution: In situations where conflicting opinions often lead to disputes, parallel thinking offers a collaborative approach. It encourages individuals to understand and respect different perspectives, making conflict resolution more manageable.
• Innovation: Exploring multiple viewpoints can lead to creative insights and innovative solutions. Parallel thinking encourages “out-of-the-box” thinking by allowing individuals to consider unconventional ideas without judgment.
• Structured Communication: Parallel thinking provides a structured framework for discussions and meetings. It ensures that all relevant perspectives are considered and prevents tangential or unproductive arguments.

Techniques of Parallel Thinking

Parallel thinking involves specific techniques and tools to guide the thinking process:

• Six Thinking Hats: Edward de Bono’s “Six Thinking Hats” is one of the most well-known techniques for parallel thinking. Each “hat” represents a different perspective or mode of thinking, such as creativity (green hat), critical judgment (black hat), and emotions (red hat). Participants wear one hat at a time, focusing their thinking on that specific perspective, which ensures a structured and comprehensive exploration of the topic.
• PMI (Plus, Minus, Interesting): This technique involves analyzing an idea, decision, or problem from three perspectives: the positive aspects (plus), the negative aspects (minus), and the interesting or intriguing aspects. PMI helps individuals consider the full spectrum of implications and potential consequences.
• C&S (Consequence and Sequel): Similar to PMI, the Consequence and Sequel technique involves examining the consequences and potential follow-up actions resulting from a decision or idea. It encourages forward-thinking and long-term planning.
• Lateral Thinking: While not exclusive to parallel thinking, lateral thinking is often integrated into the process. Lateral thinking techniques, such as random word stimulation or provocation, encourage individuals to break out of established thought patterns and explore unconventional solutions.

Applications of Parallel Thinking

• Business Decision-Making: Parallel thinking is widely used in the business world, particularly in strategic planning and decision-making processes. It allows teams to consider various aspects of a decision, such as financial implications, customer perspectives, and potential risks, simultaneously.
• Conflict Resolution: When conflicts arise within teams or organizations, parallel thinking techniques can facilitate constructive discussions. By examining the conflict from different angles and perspectives, it becomes easier to find common ground and reach resolutions.
• Innovation Workshops: Organizations seeking to foster innovation often conduct workshops using parallel thinking methods. These workshops encourage participants to explore unconventional ideas and brainstorm creatively while considering the potential impact and feasibility of each idea.

Challenges of Parallel Thinking

• Resistance to Change: Implementing parallel thinking within an organization may face resistance, especially if traditional thinking patterns are deeply ingrained. Overcoming this resistance requires commitment and leadership support.
• Time-Consuming: Parallel thinking can be more time-consuming than traditional thinking methods, as it involves systematically exploring multiple perspectives. This may not always be feasible in time-sensitive situations.
• Training and Familiarity: Individuals and teams need training and practice to become proficient in parallel thinking techniques. Without proper guidance and familiarity, the process may be less effective.

Conclusion

Parallel thinking represents a departure from traditional linear thinking methods, offering a structured and collaborative approach to exploring multiple perspectives. By considering diverse viewpoints simultaneously, individuals and teams can enhance problem-solving, encourage innovation, and facilitate conflict resolution. While implementing parallel thinking may pose challenges, its benefits in terms of comprehensive decision-making and creative problem-solving make it a valuable tool for individuals and organizations alike. Embracing parallel thinking is a step toward more effective, cooperative, and innovative thinking processes in an ever-evolving world.

Key Highlights of Parallel Thinking (Six Thinking Hats)

• Definition: Parallel Thinking is a structured approach to problem-solving that employs six distinct thinking styles, known as Six Thinking Hats, to comprehensively analyze a situation or problem.
• Structured Approach: It offers a methodical way of approaching problem-solving and decision-making by considering different perspectives.
• Six Thinking Hats: These hats represent specific thinking styles, each with its unique perspective, facilitating efficient exploration of various facets of a problem or situation.
• Benefits:
  • Efficient Discussions: Streamlines group discussions by focusing on one perspective at a time, reducing confusion and conflict.
  • Comprehensive Exploration: Ensures thorough examination of all aspects of a problem, leading to more well-rounded analysis and decision-making.
• Process:
  • White Hat: Focuses on facts, data, and information gathering.
  • Red Hat: Considers intuitive and emotional responses.
  • Black Hat: Engages in critical analysis, identifying potential issues and drawbacks.
  • Yellow Hat: Explores positive aspects and benefits.
  • Green Hat: Encourages creative and innovative ideas.
  • Blue Hat: Manages meta-thinking and the overall process of thinking.
• Applications:
  • Problem-Solving: Used for systematic analysis of complex problems, providing a structured framework for examination.
  • Decision-Making: Applied to consider multiple perspectives and factors before making choices or decisions.
• Challenges:
  • Time-Consuming: Applying each thinking hat can be time-intensive, especially in situations with limited time constraints.
  • Balancing Perspectives: Ensuring a balanced exploration of all perspectives and avoiding biases or dominance of one thinking style.