encourage full-spectrum thinking

Insufficient coordination
To have holistic and big-picture view of the whole is an important strategic priority.
High-level thinkers should really understand the impact of their abstract decisions.
There are dependencies everywhere..

Developers, managers, and customers usually have good reasons for making the decisions they do, and the seductive appeal of the classic mistakes is part of the reason these mistakes have been made so often. But because they have been made so many times, their consequences have become easy to predict, and they rarely produce the results that people hope for.

For years, the “Waterfall” philosophy was used to develop software, but as everyone knows, software doesn’t work like that: software is different. Software can often be usable long before all features are fully complete. In addition, just using it immediately gives us ideas on other ways to use it, or other audiences who could benefit from it. So Waterfall engineering struggled in software because it assumed everything can be known and defined up-front. It failed to anticipate the many changes that naturally occur once a product is used – new ways that were often unimagined.

Compartimentalisation is sometimes dangerous: there is no big picture supervision, there is a lack of coordination, teams do not share information.

Left Brain - Right Brain

The right brain-left brain theory originated in the work of Roger W. Sperry, who was awarded the Nobel Prize in 1981.
According to the theory of left-brain or right-brain dominance, each side of the brain controls different types of thinking. Additionally, people are said to prefer one type of thinking over the other. For example, a person who is "left-brained" is often said to be more logical, analytical, and objective, while a person who is "right-brained" is said to be more intuitive, thoughtful, and subjective.

The right-brain looks at whole, the big picture, while the left-brain is focused on details. We need both type of thinking.

Early in the 1980s Dr. de Bono invented Six Thinking Hats - it represent six modes of thinking and are directions to think rather than labels for thinking. The hats are used pro-actively rather than reactively.
The method promotes fuller input from more people. The six hats system encourages performance rather than personal position. People can alternate any hat even though they initially support the opposite view.
The key theoretical reasons to use the Six Thinking Hats are to:
* encourage Parallel Thinking
* encourage full-spectrum thinking
* separate ego from performance