With critical thinking ranking among the most in-demand skills for job candidates, you would think that educational institutions would prepare candidates well to be exceptional thinkers, and employers would be adept at developing such skills in existing employees. Unfortunately, both are largely untrue.
According to a 2016 survey of 63,924 managers and 14,167 recent graduates, critical thinking is the number one soft skill managers feel new graduates are lacking, with 60% feeling this way. This confirms what a Wall Street Journal analysis of standardized test scores given to freshmen and seniors at 200 colleges found: the average graduate from some of the most prestigious universities shows little or no improvement in critical thinking over four years. Employers fare no better. Half rate their employees’ critical thinking skills as average or worse.
Why is it so difficult to teach people how to think critically?
It starts with the fact that there is little agreement around what critical thinking is. From there, it gets even less clear. Most employers lack an effective way to objectively assess critical thinking skills and most managers don’t know how to provide specific instruction to team members in need of becoming better thinkers. Instead, most managers employ a sink-or-swim approach, ultimately creating work-arounds to keep those who can’t figure out how to “swim” from making important decisions.
But it doesn’t have to be this way.
To demystify what critical thinking is and how it is developed, our team at Zarvana turned to three research-backed models: The Halpern Critical Thinking Assessment, Pearson’s RED Critical Thinking Model, and Bloom’s Taxonomy. Using these models, we developed the Critical Thinking Roadmap, a framework that breaks critical thinking down into four measurable phases: the ability to execute, synthesize, recommend, and generate.
Here is how to assess the critical thinking skills of each of your team members, how to help those who are struggling, and how to know when a team member has mastered one phase and is ready for the next.
Phase 1: Execute
If team members are just starting a new role or have never been pushed to think for themselves, they will likely be in the execution phase. In this phase, team members simply do what they are asked to do. This may seem basic and even pre-critical thinking, but converting instructions into action requires several of the skills Halpern describes as critical thinking: verbal reasoning, decision-making, and problem-solving. You know your employee is getting it when you can answer “yes” to these 3 questions:
- Do they complete all parts of their assignments?
- Do they complete them on time?
- Do they complete them at or close to your standard of quality?
If a team member is struggling here, make sure they understand your instructions by asking them to rearticulate each assignment before they begin. Start by giving them smaller assignments with more immediate deadlines. Once they’ve begun the work, ask them to explain what they did, how they did it, and why they did it that way. Once team members are making suggestions for how to improve their work, you know they’re ready for the next phase.
Phase 2: Synthesize
In this phase, team members learn to sort through a range of information and figure out what is important. For example, they can summarize the key takeaways after an important meeting. Here, you want to be able to answer “yes” to these questions:
- Can they identify all the important insights?
- Do they exclude all unimportant insights?
- Do they accurately assess the relative importance of the important insights?
- Can they communicate the important insights clearly and succinctly?
Synthesis is a skill that, like any other, grows with practice. Try to give team members who are getting stuck here as many chances to synthesize as possible. You could ask them to share takeaways after a call with a client, for example, or after an important meeting. When you check in with them, make them share the insights first and in a succinct manner. If they are still struggling to identify what is important, try leading them through resource-constrained thought experiments that force them to isolate the most important information (e.g., what if you could only share one insight, what if you only had 5 minutes, what if we only had a thousand dollars). You know team members are ready for Phase 3 when they can provide a summary of the important insights and implications for future work on the spot without preparation.
Phase 3: Recommend
In this phase, team members move from identifying what is important to determining what should be done. The primary goal is for team members to consistently make recommendations that are well-founded — even if their recommendations don’t align with your opinion. Here’s how you can assess their progress:
- Do they always provide a recommendation when asking you questions instead of relying on you to come up with answers?
- Do they demonstrate appreciation for the potential downsides of their recommendation?
- Do they consider alternatives before landing on a recommendation?
- Are their recommendations backed by strong, sensible reasoning?
When team members enter this phase, start by requiring them to make recommendations before you share your opinion. Once they are, ask them to share their rationale, the alternatives they considered, and the downsides of their recommendations. This pushes them to do more than share the first idea that comes into their minds. Team members are ready to move to Phase 4 when they make reasonable recommendations that reflect sound business judgment on work that is not their own.
Phase 4: Generate
To operate in this phase of thinking, team members must be able to create something out of nothing. For example, they are told there is a need to improve the training program for new hires and they develop a project to do it. In this phase, they become adept at translating the vision in others’ heads (and their own) into projects that can be executed. Assess their progress with these questions:
- Do they propose high-value work that doesn’t follow logically from work they are already doing?
- Can they convert your and others’ visions into feasible plans for realizing those visions?
- Can they figure out how to answer questions you have but don’t know how to answer?
To help team members move into this phase, you will often have to model this thinking for them. Invite them to observe and participate in your own generative process. Many people don’t make it to this phase because they don’t give themselves permission to do the kind of open-ended thinking required. By inviting them to attend your brainstorming session, you show them it is not only okay to spend time thinking, but it is required. You can also ask them to keep a list of their ideas for improving the project, department, or organization. Invite them to share those ideas with you regularly. Then, seriously vet the ideas with them to show them the exercise was more than a practice activity.
It’s time to reject the notion that critical thinking is either an innate gift that can’t be developed or a skill learned only through experience. Begin using this systematic approach to lead team members through the four phases of critical thinking. By doing so, you can help your team members develop one of today’s most in-demand skills.
Original story on HBR