Hello Lillian,<\/p>\n
Thanks for your discussion on matters around critical thinking principles and TSL and strategy development. As I read through the section on critical thinking at the end, I was reminded of some factors that come into play as mentioned by\u00a0(Hughes, Beatty & Dinwoodie, 2014) where they spoke about strategic leadership approach to thinking patterns and strategy.<\/p>\n
The danger in organizations is that if people look only for signs that they are on the right path (that their theory of the business is valid), they can often find them. But if they do not also look for signs that they are wrong, they will miss critical information. (p. 101).<\/span><\/p><\/blockquote>\n
Our theories and beliefs affect the data we select for making conclusions. This type of thinking leaves us closed to critical thinking as we do not challenge our beliefs and founded theories. This perspective suggests leaders may have the traits and qualities of TSL’s but may fail to exhibit critical thinking skills.<\/p>\n
In support of this perspective, as leaders,\u00a0we can look at the results we want and not question our own judgment or relevance of the questions we are asking. Hughes, et al., (2014). This line of thinking and approach leaves us open and vulnerable to scrutiny and compromising our integrity in the eyes of our followers.<\/p>\n
Having said that, would you think it a fair observation that some TSL’s may fall into this category owing to lack of a wealth of experience in leadership?<\/strong><\/p>\n
Herholdt, Ungerer, and Ungerer, (2016) suggested that:<\/p>\n
The challenge to use more than just muscle power, but also the intellect of people requires from us to re-think the assumptions we make about the abilities of people to contribute and the way we open up these spaces for them. We have to accept that all workers are knowledge workers and respect them for that. (p. 16)<\/p><\/blockquote>\n
Following this suggestion, TSL’s will have a greater impact on the lives of their followers when they start to consider and value their intellectual input. This fosters co-creation and collaboration which is a concept of the “new economy” and, thus, promoting critical thinking in the organization rather than individual leaders.<\/p>\n
The twenty-first century is the age of knowledge workers. And as such we as leaders should re-think the assumptions we make about the abilities of people to contribute and the way we open up these spaces for them. (Ungerer, et al., 2014).<\/p>\n
The greatest challenge facing the VUCA environment we live in today is how do you measure critical thinking and how do you measure progress, (of critical thinking) in a leader?<\/strong><\/p>\n
Afterthought:<\/em><\/p>\n
I encourage all prospective TSL to develop their thinking to a level where after synthesis of analyzed evidence, to arrive at the “both and” type of responses rather than the “or”.<\/em><\/p>\n
References<\/strong><\/p>\n
Herholdt, J., Ungerer, G., & Ungerer, M. (2016).\u00a0Navigating Strategic Possibilities: Strategy Formulation and Execution Practices to Flourish<\/i>. KR Publishing.<\/p>\n
Hughes, R. L., Beatty, K. C., & Dinwoodie, D. L. (2014). Becoming a strategic leader your role in your organization’s enduring success. Jossey-Bass.<\/p>\n","protected":false},"excerpt":{"rendered":"
Hello Lillian, Thanks for your discussion on matters around critical thinking principles and TSL and strategy development. As I read through the section on critical thinking at the end, I was reminded of some factors that come into play as mentioned by\u00a0(Hughes, Beatty & Dinwoodie, 2014) where they spoke about strategic leadership approach to thinking … <\/p>\n