The directors of a property company are looking at whether they should
construct a new office building. The economy is doing well, and the amount of
vacant office space is reducing sharply. As part of their decision they decide to use the 6 Thinking Hats technique during a planning meeting.

Looking at the problem with the White Hat, they analyze the data they have.

They examine the trend in vacant office space, which shows a sharp reduction.

They anticipate that by the time the office block would be completed, that
there will be a severe shortage of office space. Current government projections
show steady economic growth for at least the construction period.

With Red Hat thinking, some of the directors think the proposed building looks
quite ugly.

When they think with the Black Hat, they worry that government projections may
be wrong.

The economy may be about to enter a 'cyclical downturn', in which case the office building may be empty for a long time. If the building is not attractive, then companies will choose to work in another better-looking building at the same rent.

The Blue Hat has been used by the meeting's Chair to move among the different
thinking styles.

He or she may have needed to keep other members of the team from switching styles, or from criticizing other peoples' points.

With Green Hat thinking they consider whether they should change the design to make the building more pleasant.

Perhaps they could build prestige offices
that people would want to rent in any economic climate.

Alternatively, maybe they should invest the money in the short term to buy up property at a low cost when a recession comes.

With the Yellow Hat, however, if the economy holds up and their projections are correct, the company stands to make a great deal of money.

If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.