Change initiatives frequently fail due to unclear thinking, emotional resistance, poor communication and a lack of creative problem-solving. Traditional change models (e.g., Kotter or ADKAR) provide structure, but they don’t always equip individuals with how to think during change.
The Six Thinking Hats® helps teams explore issues from multiple perspectives in a structured way. Lateral Thinking complements this by challenging assumptions and generating innovative solutions when conventional approaches fall short.
These are not theoretical concepts. They are practical skills that can be applied immediately to live change programmes.
Why this matters
Change exposes poor thinking habits:
- Meetings become unproductive.
- Resistance goes unspoken or escalates.
- Teams fall back on familiar but ineffective solutions.
We replace that with:
- Structured thinking (Six Thinking Hats®).
- Creative challenge of assumptions (Lateral Thinking).
Together, they address three critical gaps in change management:
- Cognitive clarity – reducing confusion and misalignment.
- Emotional management – legitimising concerns without derailing progress.
- Innovation capability – enabling new ways of working to emerge.
When and why use de Bono in your change management programme
- Embed into Change Leadership Training: Train leaders and managers first, as they set the tone for how change is experienced.
Why? Leaders who model structured and creative thinking create psychological safety and clarity for their teams. - Integrate into Change Workshops and Communications: Rather than presenting change as a top-down directive, use these techniques interactively and allow emotions to surface in a safe, structured way.
Why? This reduces resistance by giving employees a voice while maintaining structure and momentum. - Use Lateral Thinking for Problem-Solving During Implementation: Change rarely goes exactly to plan. When obstacles arise, conventional thinking often reinforces the status quo. Use Lateral Thinking to address implementation barriers.
Why? This prevents teams from defaulting to “we’ve always done it this way” thinking. - Build into Team Meetings and Decision-Making Rhythms: Sustainable impact comes from habitual use, not one-off training. Incorporate a Six Hats culture, adding Six Hats into regular project or change meetings.
Why? Normalising these tools embeds better thinking into daily operations. - Align with Existing Change Frameworks: These techniques should complement, not replace, existing methodologies. Use Six Thinking Hats during stakeholder analysis, risk assessment and communication planning.
Why? This ensures integration feels practical rather than theoretical.
The results: Using these practical, proven thinking tools within your Change Programme will result in
- Improved quality of decision-making.
- Reduced resistance to change.
- Faster problem resolution.
- Enhanced collaboration and communication.
- A stronger innovation culture.
- Greater change agility.
Delegates learn how to:
- Sequence thinking to reduce defensiveness.
- Run structured, high-quality discussions.
- Reach alignment faster on complex decisions.
These globally used thinking tools are not a ‘nice to have’. They become part of how your organisation and your individuals think. Every day.
Apply them consistently, and you don’t just deliver change more effectively – you build a more capable, adaptable organisation.
