Conditions to think beneath the surface

Becki stands in an office lounge with floor to ceiling windows, black armchairs and a gray L-shaped couch. It's one thing to talk about critical thinking in theory, but without the right conditions, it becomes almost academic and seems less business practical. Let's make sure you have the two necessary critical thinking conditions in place. A white slide titled Ability to Change Your Mind features a simple illustration of a dark skinned man with black hair and beard, talking to a pale woman with short blue hair. His hand is out, gesturing. Her arms are folded. The first condition, the ability to change your mind. A rectangle appears above them, filled with a variety of geometric shapes of various colors crowding together. The shapes morph into different shapes without overlapping. This ability is too critical thinking what electricity is to a Tesla. You can't run your critical thinking engine without it. We return to the instructor. It may be easier to think about how to change other people's minds, but that's not one of the conditions. We humans love being right and hate being wrong. A quote appears on a white slide reading, he who knows only his own side of the case knows little of that. John Stuart Mill, British economist and philosopher. Quotation mark icons appear in green in a green circle in the lower left corner. But as John Stuart Mill said, he who knows only his own side of the case, knows little of that. We return to the instructor. Use this scenario and practice this technique with your team. An overhead shot of a cluster of four cubicles. A person tries to pass between them in the narrow space and a man pulls out a chair attempting to sit down. Let's say your company is booming, and once again, you need more space to grow the business. A blue question mark falls over and breaks apart. Break decisions into different options. For example, A row of three icons; a box marked fragile, a calendar, and a hammer. To move now, move later, remodel the existing place. They appear above simple graphics depicting three people. Or randomly assign options to members of your team and then have each person argue their position. The icons swap places and then swap again. Then switch sides and argue for opposing positions. This trusty debate technique works. A white slide titled Ability to Change Your Mind. We return to the two talking people with the rectangle of geometric shapes behind them. The second condition, reflective skepticism. The two people disappear, believing the words reflective skepticism next to the rectangle. There are 10 types of questions you can use to help your team embrace reflective skepticism and shift into critical thinking mode. The shapes morph and change into different shapes again. We return to the instructor. Let's get back to that scenario where you need more space to grow the business. You've debated different science, but there's still a lot to consider. Use this scenario and go through each of these types of questions yourself or with your team. After each question, pause and discuss how each statement may reflect a critical thinking error. A white box briefly appears next to her reading. One, is this a fact? Question one, is this a fact, like the new parking lot would accommodate 63 cars or a value claim like the new parking lot would have plenty of parking? The new office space would have great views. Another white box reads, two, how relevant is this information? Question two, how relevant is this information, claim or reason? Prices should be low because vacancy rates are higher than ever. Question three, another white box reads three. Is this statement factually accurate? Is this statement factually accurate? According to our broker, the vacancy rates are going down. Another white box reads four. Is the source credible? Question four, is this source credible? It's a great time to sell our building and buy a new one. Question five. Another white box reads five, are these claims or arguments ambiguous? Are these claims or arguments ambiguous? Our growth will continue at the same rate. Question six. Another white box reads six, are we uncovering assumptions? Are we uncovering assumptions? Gen Zers need space for their Ping-Pong tables. Question seven. Another white box reads seven, are we detecting bias? Are we detecting bias? Last time we waited too long to move, three of our best engineers quit. Another white box reads eight, are we spotting logical fallacies? Question eight, are we spotting logical fallacies? Private spaces are best, but we don't want to eliminate the open office concept. Another white box reads nine, are there inconsistencies in this line of reasoning? Question nine, are there inconsistencies in this line of reasoning? The third quarter is the least disruptive time to move. Question 10, how strong is this argument or claim? Another white box reads 10, how strong is this argument or claim? Use these questions to explore a decision you're grappling with. Model for your team that changing your mind is okay and often necessary when making decisions and you'll lock down the conditions necessary for critical thinking.