White Hat – I Only examined and shared current realities and data about the issue. There’s no advancement in the reasoning interaction itself, just data sharing. We affirm that the customer has adjusted their perspective on the shading plan of their site, which will either broaden the cutoff time by a week or cost an extra $600 to acquire the ability expected to finish the work on schedule.

Yellow Hat – I won’t accept that no arrangement exists. We talk about the benefits of every thought and how we can make them work. On the off chance that the customer favors a cutoff time augmentation, we’ll ensure everybody in the group stays accessible longer than initially arranged. In the event that they alright a spending increment, we can converse with office heads about loaning us important staff.

Red Hat – I rate arrangements from a passionate viewpoint: our own and the client’s. Which ones are bound to cause outrage or dissatisfaction? Would the customer be more open to a postponed site conveyance or expanded spending plan?

Black Hat – It’s an ideal opportunity to discuss what can turn out badly. I give the reasons like why a cutoff time augmentation probably won’t work? How might the solicitation for extra spending cash cause issues?

Green Hat – I consider the issue from an inventive and creative viewpoint. On the off chance that the customer demands the first cutoff time, why not make a gathering out of those more extended hours? We can dress nonchalantly after 5:00 p.m.- possibly in night robe? That one makes we all snicker. At that point somebody recommends acquiring pizza and having an insane pajama challenge.

Blue Hat – project director Before the gathering is called, I invest energy in advance characterizing the issue (the customer has adjusted their perspective on the site shading plan halfway through the course of events) and distinguishing the ideal result (either a cutoff time expansion or customer endorsement to expand the spending plan so we can get the additional staff expected to complete on schedule). Subsequent to gathering everybody’s thoughts, I make an activity plan that I can bring to the customer.

Conclusion

The six caps thinking technique empowers groups to contemplate issues without culpable anybody by and by. These kinds of beliefs are about development and investigation, not personality and assessment. What you have a handy blue cap arranging things, the outcome is a gathering where joint effort underscores everything and better choices are made quicker.