In the first part of this series, we discussed the pressing issue of the lack of critical thinking in Nigeria and its widespread implications. We identified that without the ability to process information logically and systematically, individuals and organisations are often ill-equipped to make sound decisions, leading to a myriad of challenges.
In the second part, we examined the consequences of this deficiency, outlining how it affects problem-solving abilities, decision-making processes, and overall organizational effectiveness. We also began exploring potential solutions by discussing the first two of six proposed solutions:
1. Stop being the oracle
2. Be prepared to let things get slightly messy
3. Lead with questions
4. Provide clear parameters for decision-making, then constantly reinforce them
5. Follow through on execution
6. Caution
We discussed how leaders can empower their teams by stepping back from being the sole source of solutions (“Stop being the oracle”) and allowing room for growth through trial and error (“Be prepared to let things get slightly messy”).
This week, we will conclude by discussing the remaining four solutions. By embracing these approaches, Nigerian organizations can cultivate a culture where critical thinking thrives, enabling teams to navigate complex situations and drive sustainable success. Let us now explore these crucial solutions in greater detail.
Lead with questions:
I believe most people are rational and have a basis for their actions. Some are conscious of this rationality while others arrive at decisions in a more subconscious way. Asking people why they have a certain opinion or why they took a certain decision often stops people who act intuitively in their tracks. When they pause to think, they may have good reasons for their thoughts and actions, or they may not. Not knowing the reasons for those actions, may expose them to decision bias, without them being aware of it. In my experience, some people get very defensive and flustered when you start asking questions. Find a way to reassure them or reframe the question. Some people are also more concerned with being right and not admitting a mistake than they are about growth and the right outcome. In those instances, it is important to either rephrase the question, or check if your stance appears threatening. This only works if you have built a culture where it is okay to make mistakes, as long as you can justify that you thought through your actions. Doing this encourages people to think critically. Questions like:
“Please share your thought process, how did you arrive at this course of action?”
“what other options did you consider?”
“What risks did you anticipate?’
“What did/do you hope to achieve?”
“Did you achieve your objectives? why”
The summary of the questions above are: “WHY?” They can be used before an action is decided on, or can be used forensically. IF
I also always ask: “is there anything you could have done differently, if you had to do this over again?”
“What are your key learnings from this outcome?”
Provide Clear Parameters for decision making then constantly reinforce them:
When you ask a team or an individual to make a decision, it is important that the parameters for that specific decision are made clear from the onset. For example, during this COVID-19 lockdown, we realised that we may need to pivot. However, I decided to make the case to my team of leaders. Then I asked them to brainstorm and come up with ideas for a possible path to take that would:
1. Leverage on our existing assets and resources
2. Be in high demand immediate post COVID-19 lockdown
3. Was not seasonal, but rather was a sustainable path
4. Was in line with our organization’s established whys
5. Had funding availability for that industry
With the parameters above, we were able to come up with 3 qualified ideas that we could get behind, and within three weeks, we had launched a completely different product line in a new industry segment, that served our existing client base and provided access to possible funding. We were able to move swiftly, because the team owned the idea, critiqued it together and were eager to do what it took to implement their idea. All ideas were parsed through the parameters above.
Follow through on execution
We implemented the outcome of the decisions we arrived at through critical thinking. The team went through the process of examining each idea, weighing them, and we selected the best one to start off with. When people see that the end product of their critical thinking exercises are actually valued as better outcomes and utilized, they are more likely to value the process of thinking critically.
Caution
This process takes several iterations, and will only work if your team is willing to engage. Some people prefer not to think critically. If you try to force them to do so, it can be very frustrating for both parties. Also note that different people adjust at different paces. If critical thinking is really very important to you, and it should be at a certain level, you may want to consider testing for it at the interview stage. There are tests for this that you can find online.
To wrap up, by promoting autonomy, structured decision-making, and continuous learning, organizations in Nigeria can cultivate critical thinking, leading to better decision-making, enhanced effectiveness, and sustainable success.
“Remember to celebrate little victories and give credit for small wins. This will give your team the courage to continue to make good decision and free you up for strategic things…or a real vacation with your phones turned off.”
Nwamaka Nwobi Okoye is a thought leader on Ethical Leadership and Sustainability. She can be reached on nwamakaokoye.com
