Two Types of Thinking

Of all the skills leaders require today, perhaps none is as challenging as adequately processing information. The ability to spot holes in data, conceive solutions and analyze results calls for sharp thinking.

Thinking can be broken down into two primary categories, suggests Harvard Business School Professor Max H. Bazerman, PhD, in The Power of Noticing: What the Best Leaders See (Simon amp; Schuster, 2015): intuitive and deliberative.

We employ intuitive thinking during crises, when immediacy is required. Our thinking is instantaneous, with emotion as a factor, and it produces reactionary responses. We make use of immediate information, or that which initially impacts our senses. Sudden information is generally incomplete, incorporating whatever is available at the moment.

By contrast, leaders sift through information, take time to gather data and draw conclusions when employing deliberative thinking. Such thinking is reasoned and structured, diving deep into the issues at hand. We gather data from non-immediate sources, compiling and assessing it to make a more systematic evaluation.

Leaders frequently-and unnecessarily-put themselves in the intuitive-thinking mode, Dr. Bazerman asserts. They over-rely on speed, neglecting to step back and analyze data. Consequently, they avoid doing sufficient research and make ill-informed decisions and plans.

Dr. Maynard Brusman

Consulting Psychologist amp; Executive Coach
Trusted Leadership Advisor

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