Fostering Critical Thinking

As a leader, fostering critical thinking in my team and beyond is a core part of my job. Fostering critical thinking means an approach that encourages open-mindedness, curiosity, and structured problem-solving.

Encourage Questioning and Healthy Debate

It is essential to create an environment where team members feel comfortable questioning assumptions and engaging in constructive debates. Encourage them to ask “why” and explore different perspectives. This open dialogue promotes deeper thinking and prevents groupthink.

Foster a Culture of Curiosity

Inspire your team to ask questions and seek deeper understanding. Role model this behavior by starting meetings with thought-provoking “what if” scenarios or sharing your own curiosities. Celebrate curiosity and reward those who think outside the box.

Assign Stretch Assignments

Provide your team with challenging tasks that push them beyond their comfort zones. These stretch assignments force them to think critically, analyze information from multiple angles, and develop innovative solutions.

Promote Diverse Perspectives

Encourage diversity of thought within your team. Diverse backgrounds, experiences, and viewpoints can challenge assumptions and biases, leading to a more comprehensive understanding and better decision-making.

Engage in Collaborative Problem-Solving

Involve your team in decision-making processes and problem-solving exercises. Techniques like role reversal debates, where team members argue a point they disagree with, can help them understand different perspectives and refine their argumentative skills.

Provide Training and Resources

Offer training sessions on critical thinking techniques, such as SWOT analysis, root cause analysis, and logical fallacies. Equip your team with the tools and frameworks they need to think critically.

Lead by Example

As a leader, model critical thinking behaviors. Discuss your thought processes openly, question your assumptions, and show the value of critical evaluation in real-time decision-making. Your team will be more likely to emulate these habits.

Encourage Continuous Learning

Recommend learning resources, such as courses, articles, and books from diverse fields. Continuous learning can broaden perspectives and foster multifaceted thinking.

Embrace Feedback and Mistakes

Establish feedback loops within the team and create a safe environment where mistakes are treated as learning opportunities. Receiving and giving feedback helps refine understanding and overcome biases.

Implement Role-Playing Scenarios

Use role-playing scenarios to simulate real-world challenges. This helps team members practice critical thinking in a controlled environment, enhancing their ability to apply these skills in actual situations.

Build Into the Team Charter

Building these expectations into the team charter holds you and your team accountable.

Value: Regulatory Intelligence

Definition: Stay current on industry regulations and guidances. 

Desired Behaviors:

  1. I will dedicate time to reading industry-related guidance and regulation publications related to my job.
  2. I will share publications that I find interesting or applicable to my job with the team
  3. I will present to the team on at least one topic per year to share learnings with the team (or wider organization)

Value: Learning Culture

Definition: Share lessons learned from projects so the team can grow together and remain aligned.  Engage in knowledge-sharing sessions.

Desired Behaviors:

  1. I will share lessons learned from each project with the wider team via the team channel and/or weekly team meeting.
  2. I will encourage team members to openly share their experiences, successes, and challenges without fear of judgement.
  3. I will update RAID log with decisions made by the team.
  4. I will identify possible process improvements and update the process improvement tracker.

Value: Team Collaboration

Definition: Willingness to help teammates when they reach out for input/help

Desired Behaviors:

  1. I will be supportive of my teammate’s requests for assistance
  2. I will engage and offer my SME advice when asked or help identify another SME to assist 
  3. I will not ignore requests for input/help
  4. I will contribute to an environment where teammates can request help

Building Situational Humility

The biggest thing I am working on is situational humility. How do I successfully balance the subject matter expertise my organization needs with the humility to truly lead? It is clear that such humility is critical to building psychological safety, and psychological safety is critical to building innovative teams.

Amy Edmondson’s powerful talk on psychological safety and teams

For most of my career I’ve been prized for my subject matter expertise, but there are huge limits, no one can know everything, so I am cultivating the following behaviors in my practices.

To build Humility do thisWhich meansAnd I do this
Know what you don’t knowResist “master of the universe” impulses. You may yourself excel in an area, but as a leader you are, by definition, a generalist. Rely on those who have relevant qualification and expertise. Know when to defer and delegate.I have a list of key topics that are both in my space and overlap and individuals who involving in the discussion is critical.

I’ve created a “swear jar” for every time I say something like “I have an answer” and at this rate I’ll be taking a lot of people out for drinks by the time this pandemic is over. It is all IOUs right now because I don’t remember the last time I used cash and I don’t think I’ve seen a dollar bill in 11 months.
Resist falling for your own publicityWe all put the best spin on our success — and then conveniently forget that the reality wasn’t as flawless. This is an interesting one for me. Having joined a new company 10 months ago it has been important to avoid the spin on my joining, and to not exacerbate it.

I’ve taken to keeping a list of problems and who is the right people who are not me that can solve them.
Never underestimate others The world is filled with other hard-working, knowledgable, and creative professionalsI purposely look for opportunities to meet with folks at all levels and ask them to collaborate.
Embrace and promote a spirit of serviceFocus on finding ways to help others to succeedI’m all about the development. Crucial for me here is stepping back and letting others lead, even if its more work for me as I spend more time coaching and mentoring than would actually take to do the job. But lets be honest, can’t and shouldn’t do anything.
Listen, even (no, especially) to the weird ideasOnly when you are not convinced that your idea is or will be better than someone else’s do you really open your ears to what they are saying. But there is ample evidence that you should: the most imaginative and valuable ideas tend to come from left field, from some associate who seems a little offbeat, and may not hold an exalted position in the organization.I love the weird, though maybe most when they are my weird ideas. Been working to strengthen idea management as a concept and practice in my organization.
Be passionately curiousConstantly welcome and seek out new knowledge, and insist on curiosity from those around you. Research has found linkages between curiosity and many positive leadership attributes (including emotional and social intelligence). Take it from Einstein. “I have no special talent,” he claimed. “I am only passionately curious.”I’m a voracious reading machine, its always been a central skill.

How I am trying to teach others to be curious and turn it to their advantage.
Elements of Situational Humility
Photo by rob walsh on Unsplash

Be the Leader Needed for a Problem Solving Culture

Leadership is a critical element of a problem solving culture and rightly is emphasized in frameworks like the Baldridge or standards like ISO 9001:2015. Leadership is best looked at as the process for determining a possible future state that does not yet exist. As we strive to build excellence we need a passion for this work and to believe it to be truly important. Sharing that enthusiasm is motivating for all people involved and is a way to leverage greater success.

Good leaders encourage behaviors to maintain and improve quality by means of sound decision-making and risk-based thinking.

All of these leadership behaviors stem from four building blocks: