A few years ago, I read “Six Thinking Hats” by psychologist Edward de Bono. The core idea is simple: each hat represents a distinct way of thinking about a problem. While the framework is often discussed in broader management contexts, it has clear and practical applications in martech management.
Essentially, when evaluating an idea or concept (like a martech project), it is essential to consider it from different viewpoints. For instance, focusing on what could go wrong will reveal risks. Alternatively, taking a positive posture will reveal opportunities. Both perspectives have value and can help thoroughly evaluate an opportunity.
The six thinking hats approach allows a group to adopt a range of perspectives even in the absence of other forms of diversity. Each participant is assigned a specific lens through which to view the topic, ensuring that different modes of thinking are intentionally represented.
Used in a group setting, this tactic encourages deeper analysis and pushes participants to think beyond their default viewpoints. It also helps counter common decision-making pitfalls, including groupthink, shallow evaluation and the highest paid opinion problem, or HiPPO.
Below are descriptions of each hat, along with martech examples generated using Google Gemini AI.
1. Blue: The big picture
The big picture hat plays a critical role in any Six Thinking Hats exercise. It keeps the overall objective of a project, platform acquisition or other initiative in clear focus.
This helps ensure that participants assigned to other hats stay within a productive range of thought rather than drifting into non-germane considerations. At the same time, it encourages casting a wide net when evaluating competitors, since seemingly unrelated organizations may share overlapping needs or priorities.
The big picture perspective also accounts for long-term operations once something is implemented. For example, what staffing is required? How will performance be tracked over time?
One effective way to define the big picture for a martech project is to document KPIs, organizational goals and mission statements. These elements help clarify what is needed, why it is needed and how success will be measured.
Examples
- Audit and rationalization: Establish a regular cadence, such as quarterly, to review the platform or deliverable. How will it be continuously measured against established KPIs?
- Training roadmap: Technology is useless without talent. The strategy should prioritize upskilling teams on existing tools before acquiring new ones.
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2. White: Facts and information
White hat thinking relies on facts and information and provides a crucial perspective. It is one of the most grounded modes of thinking because conclusions must be supported by reality rather than assumptions or what might have happened.
The white hat is especially useful when evaluating a shiny new tool or tactic. While sales teams and product evangelists may emphasize potential benefits, anchoring the discussion in situation-specific data and evidence is essential for sound decision-making.
Examples
- Utilization rates: On average, organizations use only 42% of the capabilities in their martech stacks. This suggests significant shelfware, or paid-for software that goes unused.
- Integration: The average enterprise uses more than 90 marketing cloud services, while data silos remain the top technical barrier to success.
3. Red: Feelings and emotions
Any initiative involving people will surface feelings and emotions. A core component of change management is recognizing that individuals respond as humans, not abstractions. Ignoring this reality during evaluation introduces risk.
For example, when considering a change to a website platform, it is essential to understand how the current web team feels about the shift. Are they energized by the opportunity or concerned about disruption?
Examples
- Overwhelm and fatigue: Marketers frequently experience tool fatigue. Learning a new interface every six months creates anxiety and resistance to adoption.
- Fear of missing out: Many CMOs feel visceral pressure to adopt AI. “If we do not adopt generative AI tools now, will we be obsolete in a year?”
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4. Black: Negative
Those assigned the negative hat play a critical role in evaluation by focusing on what could go wrong. They question timelines, assumptions and whether promised features or benefits have been overstated.
This mode of thinking is particularly valuable for business continuity and disaster recovery planning.
An overemphasis on negativity can stall progress. However, when applied deliberately, risk aversion helps protect organizations, teams and systems. That is why the framework also includes a positive hat.
Examples
- Technical debt: Integrating too many point solutions creates a brittle infrastructure. If one API changes, the entire workflow can break.
- Vendor viability: Many martech startups may fail or be acquired, potentially leading to the sunsetting of tools an organization depends on.
5. Yellow: Positive
Those assigned the positive hat focus on possibility. They consider what might happen if everything goes well. What if a vendor’s sales team is correct and the promised benefits materialize?
While nothing ever fully meets its aspirations, maintaining this perspective helps keep optimism in the discussion. It also reinforces the core objective of a project or platform acquisition, preventing teams from losing sight of intended outcomes amid risk analysis.
Examples
- Efficiency and speed: Automation tools such as Zapier, Make and HubSpot workflows reduce manual data entry, freeing people to focus on creative and strategic work.
- Customer experience: A well-integrated martech stack enables a frictionless user experience by remembering preferences across web, mobile and email.
6. Green: New ideas
When evaluating a product, project or organizational change, it is easy to fixate on the immediate topic or to focus on individual details rather than the broader context.
The green hat expands perspective by encouraging creativity and exploration of new ideas. This mode of thinking can surface alternative approaches and uncover new ways to achieve established goals.
Examples
- Generative AI: Moving beyond basic copy generation to autonomous agents — AI systems that can plan, execute and optimize campaigns with minimal human oversight.
- No-code revolution: Enabling nontechnical marketers to build apps and landing pages without relying on developers.
Dig deeper: Creativity and innovation should fuel technology choices
Who belongs in the room
A range of participants should be involved in a Six Thinking Hats session. Martech practitioners are obvious candidates, but their perspectives alone are not sufficient.
Business stakeholders play a critical role by reinforcing organizational goals and priorities. Their input helps ensure that decisions remain aligned with broader objectives.
Technical and product teams are equally important. They provide insight into feasibility and implementation realities, helping balance ambition with practicality.
It can also be valuable to include participants who are less directly involved in the initiative. Their distance from prior decisions and assumptions may allow them to contribute perspectives that broaden the discussion and introduce fresh ideas.
Six perspectives, better decisions
Big decisions — martech-related or otherwise — require thoughtful deliberation. The Six Thinking Hats approach provides a structured way to examine decisions from multiple angles.
By assigning clear roles, encouraging diverse perspectives and countering common pitfalls such as groupthink and the highest paid opinion problem, the framework supports more balanced and informed decision-making.
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