We constantly strive to be better in assessing situations and making decisions. The need to do this better is further heightened in today’s environment of abundant data, fake news, multiple voices, complexity, competing agendas and tight timelines.

For a leader and strategy gatekeepers in an organization, this is further compounded. Their task is not only to assess, decide and build based on their analysis as well as proposals from different stakeholders. Eventually they also need to drive the collective effort of every member of the organization in that same decided direction.

The abundance of data and even the dawn of AI is both a boon and bane. What is clear is that it further amplifies the need for all of us to be better “thinkers”. Given the constraints on knowledge, data, organizational memory and even the subtle influence of emotional narratives; the leaders task is always to pursue and distil the most “objective truth” then decide.  

Drawing on my experience as well as learnings from other leaders, I thought of sharing some tips and watch-outs to help navigate this situation.

1.     CARVE OUT TIME TO THINK BUT ALWAYS REMEMBER TO ACT.

In today’s highly reactive and instant messaging world, the more we should put emphasis to taking that needed pause to think.

Avoid simply reacting to the “stimulus” at that moment. We should all take “measured time” in crystallizing, deliberating, consolidating and considering any proposal or situation that crosses our table or draws our attention.

Note that I advised using “measured time” as this would be the antidote against potential “analysis paralysis”. That “measured time” could be as purposive as creating that few minutes of “space” within the meeting or blocking “think days or weeks”.

It is important that there is time to reflect yet enough time that any decision made continues to drive action that stays relevant.

2.     BEWARE YOUR BIASES AND CALL IT OUT.

It is in our nature as human beings to have “biases”. These biases impact our views of the world as well as a significant volume of what is even documented in our books and in the ether of the internet. One may even put forward that AI is not totally immune to this impact as AI analysis draws out data which is tainted by decisions and actions influenced by human biases.

Acknowledging this fact and identifying our own personal biases makes us “better thinkers and leaders” as we are able to navigate blind sides due to biases. When we aspire to base our decision on facts, we must also learn to have the habit of spotting how our biases encroach in our thinking processes as well as how we gather and view data. We need to  counter balance the gravity of these biases with further thought, research and reflection. I dare say removing them “totally” would be impossible but acknowledging that they exist is the best first step to managing their impact.

One may still find themselves supporting decisions or options that lean into these biases but knowing that they are a factor and calling them out, makes it an intentional and conscious choice. The act of “identifying and calling them out” help teams counter-balance the impact as it triggers further deliberation and thinking. At a minimum, it is at least documented as a factor which is then subject to scrutiny later on in subsequent learnings as projects move to execution and iteration.    

The power of knowing our own personal biases makes us acutely aware when the situation plays to them. It makes us vigilant when someone uses our biases to lead us intentionally or unintentionally in the wrong direction.

3.     EXPLORE ALL METHODS OF THINKING

Professionals advocate “critical thinking”. It’s described as a disciplined process of actively analysing, synthesizing and evaluating information. Visualize those board meetings and intense business reviews or even how ones’ mind sift ideas and information through its mesh of critical analysis.

Critical thinking is undeniably powerful but there is a risk in wielding it too zealously. I would advise not to take “critical thinking” too LITERALLY and to the EXTREME, where it becomes less about understanding and more about tearing down.  The word “critical” in the phrase originates from the Greek word “kritikos”, meaning the ability to judge or discern, whilst “think” is derived from old English “pencan”, referring to the process of considering or reasoning. The mistake happens when we over emphasize on the word “critical” at the expense of “thinking”. It becomes simply a close-minded game of “shooting holes” or “one upmanship” or “straw man discussions”. An individual taking this as a default habit “stops personal growth” whilst to an organization that breeds this culture would corrode morale and stifle innovation, leading to stagnation.

A reminder for all, is that “critical thinking” should be anchored on the spirit of “truly understanding”. It employs “questioning” but always with the intent and end-in-mind of a more informed and reasoned decision. This is where a shift in perspective is crucial.

Aside from the proper use of critical thinking, I would encourage one to adapt other methods of thinking. Employing various approaches and enriching your personal cognitive tool box, accelerates learning and builds your “thinking muscles”.

EXPLORATORY THINKING is one approach that allows one to suspend any negative judgement by asking how one can build, refine and improve on the proposal. One could say “exploring” would be “pruning” as the first default rather than a “swinging sledge hammer” to a person who takes on a literal view on being “critical”. The approach then moves on to further considering other options as it nurtures an environment that is willing to consider multiple perspectives. It is an approach where the provocation is not “What is wrong with this?” but “What if?”

Then there’s HYPOTHESIS THINKING. It is an approach where a proposal is put forward for further investigation or experimentation. The term “hypothesis” comes from the Greek word “hypo” meaning “under” and “thesis” meaning “a proposition”. The approach allows one to delve into the assumptions/facts underlying an idea or proposal as well as an openness to experiment or test the proposal. These are but two methods of a myriad of cognitive tools that one can learn to adapt in their daily task.

In summary, what I propose is not just settle for ‘Critical thinking”. It’s a powerful tool but one of many. Build a richer and diverse cognitive tool box. EXPLORE OTHER METHODS OF THINKING AND RESIST THE TEMPTATION TO TAKE CRITICAL THINKING TO THE EXTREME. In doing so, you’ll not only strengthen your thinking muscles but also foster an environment of open mindedness, collaboration and creativity.

4.     BE DATA DRIVEN BUT TEMPER BIASES TO LEAN ON IT SOLELY

Our quest to be better decision makers led us to anchor our decisions/actions on grounded objective data, evidence, subject matter expert views and well researched information. This led to us creating systems to gather, generate and sift information either available within our organization or externally. Putting data or information in our thinking processes avoids us from simply reacting on emotions, intuition or wild conjecture.  

However, our burden and bias for “perceived certainty and perfection” misleads us to an obsession on measurable data – the numbers. There is an allure to embellished decisions and actions by using “crisp numbers” as a guaranteed justification. We end up misleading ourselves to believing that what cannot be measured or quantified or simply captured by a number is not important. The philosopher Bertrand Russell captures it eloquently – “what men really want is not knowledge but certainty”. Our biases led us to using numbers as a “crutches to decide and act” rather than as a “light to empower us to decide and act”.

The beauty lies in what the numbers tell or don’t tell – it is not the numbers. The numbers shed light on the answers we seek but also the questions we didn’t even think to ask. Hence, the “magic” lies in how we interpret and translate the numbers into insights or hypothesis. The advantage of numbers is that it holds no judgement, it allows a neutral discussion of the situation. The data forces us to confront our biases, blind spots and preconceptions with less emotions. The caveat is that when we tap what is “magical”, is also that moment where potential pitfalls happen as our biases lurks in this step. The lack of data, the variables in the data and data framed are gaps that may mislead us, requiring us to be wary – be data smart.

 That said, we are still better off anchoring it on a factual number than the extreme absence of evidence. At this point, we would never have perfect or complete data. The world and any situation is too complex with multi-linked variable that are both known and unknown to us.

This deficiency though should not be a crutch for indecision and inaction. Data per se is “information”. There are other sources of information and in different forms which further bolsters and augments our knowledge of the situation. The classic “front-line feedback”, “wisdom of elders”, the “experience of subject matter experts” and analogues would likewise provide insights. The limits to the data we have forces us to use whatever we have to enlighten our choices and decide/act courageously. At the end of the day, we would need to still take that leap of faith that we’ve done our due diligence and that the process calls for iteration. 

There is power and limits to data as Ed Catmull pointed out in his book Creativity Inc.. Ed Catmull says on data:  

“Analyzing it correctly is difficult, and it is dangerous to assume that you always know what it means. It is very easy to find false patterns in data. Instead, I prefer to think of data as one way of seeing, one of many tools we can use to look for what’s hidden. If we think data alone provides answers, then we have misapplied the tool. It is important to get this right. Some people swing to the extremes of either having no interest in the data or believing that the facts of measurement alone should drive our management. Either extreme can lead to false conclusions.  

5.     LEARN FROM OTHERS: HONOR KNOWLEDGE AND WISDOM FROM “OLD GUARDS/VETERANS” AND APPRECIATE INSIGHTS AND NEW PRESPECTIVES FROM YOUNGER RECRUITS

There is a difference between being knowledgeable and being wise. I believe that knowledge is the accumulation of facts, data and information whilst wisdom is discerning how such knowledge is valuable at a specific moment and how it could be utilized. Wisdom however isn’t simply knowing more; it’s understanding what truly matters and what is trivial.

Both are cultivated by actively seeking it via our own personal experience and could quickly be augmented by leveraging what others already know or think. Reading and listening to what others think about the situation enriches our thinking and even perhaps show us another path we wouldn’t have found on our own. There is huge merit of taking in insights, information, advice and counsel from others. It isn’t about subjugating our views but opening ourselves up to perspectives we can’t see from our vantage point. Discerning wisdom though calls for heightened listening and deeper thought. 

Listening to the voice of inexperience, potentially bring new learnings to any puzzle or tasks. Aside from the energy they bring, their prodding queries provide team members an opportunity to review assumptions and frameworks. At best, engaging them, may surface an unaccounted variable, or unlock a hidden insight, or unearth a new path of execution or a new perspective on the puzzle. These possibilities are brought about as they are untethered from the experience of the pasts, views on best practices, mainstream assumptions and norms. Never underestimate the merits of “fresh eyes” on a puzzle or task.

The experienced folks bring in lots of value with their baskets of ideas, anecdotal insights moreover words of wisdom from scars gained over years of toil, practice and mastery. The context maybe different given the time frames but if you listen and focus on the principles, thought process frameworks and essence of their advice; not the details; you may find the most brilliant insights to a problem or a situation. Listen to them as you may discover the virtues and values that held them steadfast all through their years of experience.  

So take heed, the merit of taking in advice is like passing through a gateway that opens up to a broader landscape of knowledge, ideas, mistakes, achievements and dreams that others have. When we listen, really listen to their advice, we’re not just absorbing words; we’re piecing together insights and wisdom that potentially makes us better. In the words of the Emperor Philosopher Marcus Aurelius – “  Learn to concentrate on what those around you are saying. Enter as deeply as possible into the minds of each speaker.”

6.     SURROUND YOURSELF AND INVEST IN GREAT THINKERS

Build your “brain trust” and network of “subject matter experts”. Having this group of advisers and maintaining a lasting relationship makes each engagement deeper. It allow one also to learn nuances each thinker has thereby sharpening ones skill in distilling the most out of each engagement.

For an organization, this means recruiting, retaining and nurturing great talents. This however is not just about talent, it is also about creating an intellectual ecosystem where ideas can bloom, collide, evolve, test and flourish. This ecosystem would require a culture that fosters “humility and curiosity” thereby avoiding the pitfalls of the Ivory Tower Syndrome. Leaders also espousing the same virtues of humility and curiosity tend to inspire others to model their behaviour, further creating that spirit of thoughtfulness in an organization.

7.     MULTIPLE ANGLES, TIME TRAVEL AND MULTI-VERSES SOUNDS FICTIONAL BUT IT IS THE STUFF OF STRATEGIC THINKING – WHAT IF?

Lift the discussion on “proposed actions” viewing it on different time scales and angles. Most actions taken or to be enacted actually ripple across other areas over time. This extra step allows you to see interdependencies in departments, variables and events. Discussing such interdependencies and layering a time element allows you further to build scenarios on what is up ahead (upstream) or identify show stoppers that are embedded in the organization but not identified in the current discourse (downstream). Looking at multiple scenarios improves your level of thinking by being more comprehensive.   

8.     PERFECTION IS A HINDRANCE, AIM FOR THE FREEDOM IN PURSUING EXCELLENCE 

This words of wisdom is ever poignant as it moves one to the next step. Perfection is unattainable and to a certain degree is in the eye of the beholder. Perfection hinders one to moving into action and thereby halting growth. Rather pursue excellence to unlock growth. I tend to advocate giving your best and trusting that you learn and improve.