One of the things emerging executives are challenged to do is “think strategically.”
Typically such admonitions are baked into a performance review, but sadly little additional information such as "how to be strategic" is not included. Essentially strategic thinking requires a longitudinal view of how a company can navigate its future. Fundamental to strategic thinking is an ability to think critically – the ability to weigh the merits of contrasting arguments.
For that reason, a new study by MindEdge Learning is troubling. While young professionals have confidence in their critical thinking skills, 52% of those surveyed by Research Now, could not pass a basic nine-question quiz. Only 19% received an “A,” meaning they at least got eight or more questions correct.
By contrast, three-fourths of those surveyed, who ranged in age from 18 to 31, said college prepared them for the workforce. Hence 34% professed “strong confidence in hard skills such as computer programming, IT, and analytics.”
Two-thirds of those surveyed said they got their news from social media. Despite their confidence in their critical thinking abilities, only 40% felt confident enough to assess the accuracy of news they receive.
In short, young people may possess the quantitative skills without the qualitative abilities to make informed decisions about what the data tells them. Not only is this a challenge for the workplace, but it's also a challenge for making life decisions.
The ability to make sound judgments is fundamental to success. For example, if a bright young analyst cannot discern the differences in data he uncovers, how can he be expected to make an accurate report? That report will not contain a necessary context for a more senior manager to evaluate. Why? Because the analyst did not realize it was important!
So what can be done? Executives must take the lead in grooming next-generation leaders to think critically.
Challenge employees to read.
Create an “ideas club” where employees can bring topics for discussion. Questions can be related to business issues or not. Each person who presents must base the 3-minute presentation on something she has read, e.g., a trend, a report or even a book, movie or documentary.
Pose thought experiments.
“Thought experiments,” according to the Stanford Encyclopedia of Philosophy, “are devices of the imagination used to investigate the nature of things.” While often used in science and economics, managers can employ thought experiments to explore “what if” questions related to business opportunities or challenges. By asking employees to think about consequences of decisions now and in the future, executives challenge employees to think more broadly, and ideally more deeply, about issues related to the business.
Invite employees to debate.
Encourage employees to adopt different points of view to stretch their ability to develop arguments based on fact, not merely opinion. For example, ask a conservative minded individual to argue for increased climate regulation. Or ask a progressively inclined employee to say for a smaller defense budget. Give prizes to those who make the most persuasive arguments.
Assign mentors to all promising executives.
Invite senior leaders to “adopt” younger colleagues as mentees. Encourage executives to select people outside their function, an idea I learned from the Corporate Executive Board (now Gartner). That is, a finance executive would choose a promising engineer, or an HR executive would choose an employee from sales and marketing. Mentors can play roles of devil’s advocates by challenging their mentees to challenge assumptions as they develop arguments.
Critical thinking is a prized asset for any individual. While his or her ability to work digitally – as well as connect personally – is essential, every employee needs to be able to make judgments that will affect how he or she completes a task. More generally, the employee may lack an understanding of how that task fits into the larger whole.
“The great enemy of truth is very often not the lie--deliberate, contrived and dishonest--but the myth--persistent, persuasive and unrealistic,” said John Kennedy. “Too often… we subject all facts to a prefabricated set of interpretations. We enjoy the comfort of opinion without the discomfort of thought."
Critical thinking punctures myth in favor of reason because it challenges us to set aside opinion for reason and logic. Therefore it is essential for individuals, teams, and organizations. Failure to evaluate options critically results in stunted growth and darkness.
