When I first started working at the New Moment agency, as the head of the department for encouraging new ideas, it was extremely pleasant. The creatives had plenty of time and freedom. There was a gallery in the agency where we met with artists, and a café where we could smoke and have a drink. Everything felt like one big, happy family. Until… the time came to prepare a campaign.
The creative director (usually a man) would come to the meeting with his brilliant idea. The project manager (usually a woman) would bring her practical idea—just in case the creative didn’t have “anything smart.” The rest came without ideas, as their task was to execute the plan.
Then, they had one or two ideas… and it would start civilly, but soon the opposing views would become more open. Everyone had their own opinions, and all these smart people in front of me behaved like a tug-of-war match: lots of energy on both sides, moving just one centimeter.
After a year or two, I was desperate. How could I teach them that this wasn’t working?
Then we met Dr. Edward de Bono, a global authority on thinking, who introduced us to the method of parallel thinking: Six Thinking Hats. We were given a tool to direct my colleagues’ thoughts without having to talk about their behavior.
We learned that everyone had to bring at least seven ideas to the meeting. Because… if we were choosing from 50 ideas, there was less chance of an argument than if we only had one or two.
We learned that ideas are evaluated by first looking for advantages, then considering flaws.
And we learned to separate emotions from facts.
What does parallel thinking mean?
Even in the business world today, I notice how conflicting opinions and positions cause tension. But what if we could turn those differences into an advantage? Parallel thinking is a technique that allows different perspectives to coexist and develop simultaneously. With this approach, it’s not necessary to choose between “right” and “wrong”; instead, ideas are integrated into comprehensive solutions.
As Dr. Edward de Bono emphasized, parallel thinking allows different viewpoints to coexist without competition. “In parallel thinking—and in the modern world—there’s no room for opposition, only for cooperation,” says de Bono.
With this approach, different aspects of a problem are developed simultaneously—like parallel rivers flowing toward the same goal. This method is ideal for teamwork, where different departments and individuals can contribute their unique perspectives to a solution.
Examples from the business and marketing world
At DuPont, parallel thinking was used when considering the future of their products. Instead of departments fighting for their ideas, they simultaneously explored various aspects (technological, financial, and market-related). This comprehensive approach allowed them to find solutions faster and improve their market position.
Lego used a similar method when developing their most popular products. Instead of developing products one at a time, different teams—design, production, marketing, and sales—worked simultaneously. This accelerated the innovation process and led to products that immediately became global hits.
Nastya in action, teaching about Hats
Parallel thinking in marketing and advertising
One of the best examples of parallel thinking in marketing is Dove’s “Real Beauty” campaign. Instead of sticking to traditional beauty ideals, Dove came up with an entirely new narrative—advertising that featured real women with various shapes and characteristics. While one team developed the creative concept, another researched how the new image would affect public opinion, and a third worked on media buying strategy. This synergy was possible thanks to parallel thinking, where no idea was discarded prematurely. The campaign achieved outstanding success and sparked new discussions about beauty standards.
Resolving conflicts through parallel thinking
Even conflict resolution becomes more effective with this approach. Instead of two sides arguing, both focus on finding solutions that benefit everyone. HR departments can use this method to encourage open dialogue and collaboration among employees. Conflicts thus become an opportunity for growth and improvement, not an obstacle.
Zappos used this method to improve their customer service. When logistics issues arose, they developed solutions on multiple fronts—improving product return processes, enhancing communication with customers, and optimizing internal processes. The result was improved service that became a benchmark in the industry.
And as for how things ended at New Moment, you know that, don’t you? With Cannes Lions!
In today’s fast-changing world, the ability to collaborate without conflict is key to success. Parallel thinking allows different perspectives to contribute to solutions and innovations simultaneously. Whether you’re leading a marketing campaign, developing a new product, or resolving team conflicts, this method can help you achieve better results and harmonious collaboration.
Thinking in practice
