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CHAPTERFOUR:
87
Insidethischapter:
CognitiveTechniquesandSkillsof
StrategicThinking Imagine yourself as the NCOIC in midst of preparing
your work center for an operations or compliance
inspection. You have been assigned there for a while and
feel very comfortable with the way operations are being
conducted. However, during an inspection preparation
meeting with key players, a member brand new to the unit
questions the way your section conducts business. He
suggests several never-seen-before ideas that will
completely alter the way your section does business and,
if implemented, will undoubtedly improve efficiency. Are
you willing and able to consider this “new guy’s”
perspective and suggestions? Why is it that he came up
with these revolutionary ideas and you did not? What
cognitive techniques and skills did he use to envision and
create such ideas? "It is the mark of an educated mind to be able to entertain a thought
without accepting it."
- Aristotle x CriticalThinking x CreativeThinking x InnovativeThinking x AdaptiveThinking x ReflectiveThinking x AnalyticalThinking x FutureThinking x Synthesis CriticalThinking:ACloserLook
TheCriticalThinkingSubǦSkills
x Investigate x CreateandDevelop x Communicate x Evaluate CharacteristicsoftheCritical
Thinker
CriticalThinkingHindrances
ApproachesforEvaluating
Information
x ConsidertheSource x Faciones’sScoringRubric ThinkingDeeplyAboutLeadership
ImpactonNCOEffectiveness 88 ǣ
Upon completion of this chapter you
should be able to:
TERMINAL COGNITIVE
OBJECTIVE:
Comprehend strategic thinking
concepts and their impact on NCO
effectiveness.
Terminal Cognitive Samples of
Behavior:
1. Explain how strategic thinking
impacts NCO effectiveness.
2. Give examples of strategic
thinking’s impact on NCO
effectiveness.
3. Predict the impact of strategic
thinking on NCO effectiveness. AFFECTIVE OBJECTIVE:
Value strategic thinking and how it
enhances NCO, subordinate, unit, and
mission effectiveness.
Affective Samples of Behavior:
1. Actively participate in strategic
thinking opportunities that
develop critical, creative, future,
adaptive, innovative, reflective,
systems thinking, and
synthesizing information, ideas,
concepts, conclusions that impact
NCO, subordinate, unit, and
mission effectiveness.
2. Willingly accept that strategic
thinking techniques are important
to NCO, subordinate, unit, and
mission effectiveness.
3. Develop a preference for using
strategic thinking techniques to
enhance NCO, unit, and mission
effectiveness.
4. Commit to using strategic
thinking techniques to enhance
NCO, subordinate, unit, and
mission effectiveness. Your cognition, or ability to think and learn, is vital to
your success. Consider the following: Your skills and talents are the natural strengths you have, determination is the size of your
dreams and imagination, effort is how much work you are willing to do, and cognitive ability
refers to how well one utilizes the cognitive techniques and skills of critical, creative, future,
adaptive, innovative, reflective, systems thought to compile various pieces of information, ideas,
concepts, conclusions, etc. in new and different ways to reach desired results. ǣ
89 Cognitive Techniques and Skills of Strategic Thinking
Just because you have a sharp wit or belong to Mensa (an intellectual society that requires a high
IQ to be a member) does not mean you are a proficient strategic thinker. There are geniuses that
are renowned for their irrational beliefs and unreasonable opinions. Remember Dr. Ted
Kaczynski (also known as the Unabomber)? He
was a highly intellectual child prodigy!
This chapter begins by examining the cognitive
techniques and skills that support strategic
thought (Critical Thinking, Creative Thinking,
Innovative Thinking, Adaptive Thinking,
Reflective Thinking, Analytical Thinking Future
Thinking, and Systems Thinking, and Synthesis)
and how these skills enhance NCO,
organizational, and mission effectiveness and that
desired state of success. Strategic thinking refers to the ability to
take a long-term view and build a shared
vision that clearly defines and expresses a
future state. It requires the ability to
demonstrate innovative and creative
insights/solutions for guiding and directing
organizations. Critical Thinking
Critical thinking is part of the human understanding process and embodies “those cognitive skills
or strategies that increase the probability of a desirable outcome...thinking that is purposeful,
reasoned and goal directed - the kind of thinking involved in solving problems, formulating
inferences, calculating likelihoods, and making decisions when the thinker is using skills that are
thoughtful and effective for the particular context and type of thinking task.”5 Creative Thinking
Creative thought unlocks the power of possibility by
fostering new and innovative ideas or as Professor Guy
Claxton puts it, is simply the skill of “coming up with a new
idea when you need one.”6 Although many psychologists
believe this skill originates during childhood and the awe of
wonder, creative thought exists throughout all facets of life.
It is the cognitive ability to imagine and innovate.
Imagination is simply the capacity to conceive what is not —
something that does not exist or may exist but cannot be
perceived. It is the ability to conjure new realities and
possibilities.7 Consider the creative thought by one of the
world’s most renowned scientists and modern-day thinkers,
Albert Einstein.
Albert Einstein conducted thought experiments that enabled
him to make leaps that other scientists of his time (even the great ones) could not. It wasn’t that
Einstein had lots more determination or computational brainpower than others who came
tantalizingly close to many of Einstein’s most famous insights. 90 ǣ
The difference, according to biographer Walter Isaacson, was imagination. From the time
Einstein was young, he practiced visualizing things in novel ways. What would it be like, he
asked himself, if you could run alongside a wave of light? What if you were in an enclosed
elevator accelerating up through space? By starting with such questions and playing with them,
instead of accepting the “givens” of normal science, Einstein was able to take his already
extraordinary mind and open it even more, and thus his theory of relativity was born.8
If imagination is the capacity to conceive of what is not, then creativity, in turn, is imagination
applied: doing something, or making something, with that initial idea. However, not all acts of
creativity are inherently innovative. Innovation comes when an act of creativity has somehow
advanced the existing form.9 Innovative Thinking
The world has relied on innovation and has benefited greatly by the innovative spirit. From the
creation of the wheel and telephone to the automobile and the Internet, these revolutionary feats
have propelled civilization to new and never-before imagined technological and procedural
frontiers. The contributions of innovative thinkers throughout military history led to the
competitive advantage and advancement of operations planning, advanced weaponry, and
organizational efficiency; all of which support America’s premier fighting force. Innovative thinking from an organizational standpoint can be simplified using The Innovation
Value Continuum (above).
¾ Efficiency Innovation focuses on identifying new ideas for improving what already
exists. This approach requires minimal investment since the team is building on the past
and only looking for small changes to what is currently being done. These innovations
are lower-impact improvements or adaptations of an organization’s existing products,
services, programs, or processes. The strategy for Efficiency Innovations is usually to cut
costs, reduce cycle time, improve quality, offset a competitor’s move, or attract new
customers. Typically, only small gains are realized.
¾ Evolutionary Innovation focuses on identifying ideas that represent something
“distinctly new and improved.” An example of an Evolutionary Innovation is the
introduction of automatic banking machines that transformed the way banks viewed their
staffing needs and shifted banking from set hours to banking at any hour. Evolutionary
Innovation requires the team to look more broadly than cost-savings initiatives and see
the “bigger picture” of what is really needed in the organization. ǣ
91 Instead of duplicating what already exists, the team must look for new ways to bring
value to the organization and its customers through new and improved products, services,
and processes which can change the way customers relate to the organization or the way
work is processed within the organization.
¾ Revolutionary Innovation focuses on radically new and better ideas that may dismantle
the existing structure of the organization. For example, McDonald’s fast-food approach
changed the restaurant business. Disney’s unique characters and interactive theme parks
changed the entertainment business. MP3 technology revolutionized the music sales
industry. 10
Note: Innovative thinking is not to be confused with Chapter Six: Adaption-Innovation
(A-I) Theory. A-I Theory pertains to the preferred cognitive thinking styles of adaptive and
innovative to solve problems whereas here, we concentrate on the cognitive skills and
techniques of adaptive and innovative thought. Adaptive Thinking
The term adaptive thinking refers to the cognitive behavior one demonstrates when confronted
by unanticipated circumstances during the execution of a planned activity (i.e. military
operation). The skilled adaptive thinker is able to make adjustments within his or her plan to
either exploit the advantage or minimize the damage of the unanticipated event by adapting to
the conditions for a more successful outcome. Developing adaptive thinking does not occur in
controlled, predictable, or calm reflective environments. Rather, it occurs in complex,
challenging, and often stressful situations and requires deliberate practice and repetition.
Deliberate practice differs from simply exercising a skill or ability in that deliberate practice
involves:
¾ Repetition. Task performance occurs repetitively rather than at its naturally occurring
frequency. A goal of deliberate practice is to develop habits that operate expertly and
automatically. If appropriate situations occur relatively infrequently or are widely spaced
apart while performing “as you fight” they will not readily become habitual. ¾ Focused feedback. Task performance is evaluated by the coach or learner during
performance. There is a focus on the critical parts of how one does the task and
constructive criticism is provided at regular intervals. ¾ Immediacy. After feedback is provided on task performance, there is an immediate
repetition so that the task can be performed more in accordance with expert norms.
¾ Focusing on weaknesses. Deliberate practice can be tailored to the individual and
focused on areas of weakness. During "train as you fight" performances the individual
will avoid situations in which he knows he is weak, and rightly so as there is a desire to
do one’s best.11 ǣ
92
Reflective Thinking
Reflective thinking is part of strategic thought that pertains specifically to the processes of
analyzing and making judgments about what we know, what we need to know, and how we
bridge that gap. This cognitive skill is the active, persistent, and careful consideration of beliefs
or supposed bodies of knowledge where one “steps back” and thinks about how he or she will
solve a problem and how the selected strategy will enable goal achievement. Analytical Thinking
When you think analytically, you are examining (thinking comprehensively) about the different
parts or details of something in order to understand or explain it. However, we must realize that
analytical thought is not simply left brain, logical activity, but a whole-brain, purposeful, and
necessary approach for developing creative and innovative ideas. For instance, when analyzing a
concept, object, or problem, you may be required to consider the following:
x Cause and effect x Complexity x Similarities and differences x Possible solutions and alternatives x Associations and disconnections x Steps within a process x Relationships between all parts x Trends x Sequences of events x Examples One well-known method used to help in analytical thought include Asking the Five “W”
questions (Who? What? When? Where? Why?) as well as What if? and So what?
Another is called mind mapping. This is a diagram that begins with a central topic usually
placed in the middle with sub-topics and relevant details “branching” from the topic. Here is one
example that may assist you with your next vehicle purchase. ǣ
93 Future Thinking
Future thinking (sometimes referred to as futuring) is an intellectual process of peering into the
future through creative visioning, speculation, brainstorming, and disciplined research with the
intent of deflecting or controlling these events in a desired direction.12
It is the practice of visionaries, those who skillfully see desired goals and outcomes through their
mind’s eye. Now futurists are not mythical fortune tellers or able to predict the future; future
thinking assists those with vision to design alternative futures based on available data. They then
incorporate creative and innovative thinking to solve existing social and technical problems.13 Systems Thinking
In essence, systems thinking is a discipline of seeing the “whole,” recognizing patters and
interrelationships and learning how to structure more effective, efficient decisions. The two
systems of thinking include: System 1 – Reactive Thinking and System 2 – Reflective Thinking.
¾ System 1 (Reactive Thinking) relies heavily on situational cues, prominent memories,
trial and error, and heuristic thinking (discovering solutions for self) to arrive quickly and
confidently at judgments, particularly when situations are familiar and immediate action
is required.
¾ System 2 (Reflective Thinking) is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing
abstract concepts, and for deliberating when there is time for planning and more
comprehensive consideration. Argument making is often part of the deliberation process
when making System 2 decisions.
The concept of systems thinking is covered comprehensively in the Continuous Improvement
chapter. Synthesis
Synthesis, a higher order of thinking that pertains to critical thinking and the ability to combine
various pieces of information, ideas, concepts, conclusions, etc. in new and different ways. It
requires the cognitive flexibly to determine alternatives and explore new methods to
accomplishing a given task (i.e. problem solving). By utilizing the cognitive skills and techniques of
critical, creative, innovative, adaptive, reflective, analytical, and future thinking; we are able to
construct, compile, formulate, modify, discuss, and eliminate existing thoughts and ideas to
construct, create, design, develop, propose, and test, new thoughts and ideas that are new,
improved, and innovative. Keep in mind that the ability to synthesize thoughts and ideas relies
heavily on one’s ability to think abstractly.
Often referred to as “outside of the box thinking,” abstract thinking is the ability to
conceptualize, generalize, or understand that encountered concepts can have multiple meanings. 94 ǣ
Such thinkers may see patterns beyond what is considered obvious and are able to use various
patterns, ideas, and clues to solve complex problems. Abstract thinking helps to solve problems
in more creative and innovative ways. Take a moment to appreciate this abstract painting by the
famous surrealist painter, Salvador Dali. Titled “The Paranoiac Visage,” this painting (circa
1935) is an example of double imaging. For some, it depicts a village. For others, it portrays a
face. What did you see first? Can you see both images? Try this: Distance yourself from the
picture as this allows you to take in all
aspects of the painting’s attributes like
the colors, shapes, shades, dimension,
and contrast. You may even realize
Dali’s point of view and intent for
painting this masterpiece! ǣ
95 Progress Check
1. Match the cognitive technique and skill to its respective definition.
Note: All responses are only used once. __ Adaptive Thinking a. Thinking that is purposeful, reasoned
and goal directed involved in solving
problems, formulating inferences,
calculating likelihoods, and making __ Analytical Thinking b. It is the cognitive ability to imagine
and innovate __ Creative Thinking c. Thinking that results in efficiency,
evolutionary, and revolutionary
improvements and advancements __ Critical Thinking d. Thinking one demonstrates when
confronted by unanticipated
circumstances during the execution of
a planned activity (i.e. military
operation __ Future Thinking e. Thinking that concentrates on what we
know, what we need to know, and
how we bridge that gap __ Innovative Thinking f. Thinking that requires generative
thinking (divergent thinking): the
development of ideas __ Synthesis g. The practice of visionaries, those who
skillfully see desired goals and
outcomes through their mind’s eye __ Reflective Thinking h. ability to combine or compile various
pieces of information, ideas, concepts,
conclusions, etc. in new and different
ways 96 ǣ
Critical Thinking: A Closer Look
Of the cognitive skills and techniques noted in this chapter, critical thinking is the most dynamic
and requires a deeper understanding. Before we delve deeper into critical thinking, take a
moment to attempt the following mind-bender. Exercise: Connect the Dots
Link all 9 dots using four straight lines or fewer, without lifting the pen and without tracing the
same line more than once. Hint: To solve this puzzle you need to think “outside the box.”
“Ultimately, it is not we who define thinking; it is thinking that defines us.”
- Carey, Foltz, & Allan
It is the critical appraisal of beliefs, perspectives, and claims to arrive at well-reasoned
judgments.14 Often considered consequential (far-reaching or momentous) thinking, critical
thought is used to solve problems in practical, creative, or scientific ways; engaging in
psychological reasoning; and adopting different perspectives when evaluating ideas or issues.15
We use critical thought when handling those tough topics and tasks, sampling different
approaches to problems, evaluating strategies, and internalizing appropriate questions and
concepts. Therefore, in order to think critically we may have to consider and adopt a new way of
thinking. Consider the story of Dr. John Snow, a mid 19th-century British physician. ǣ
97 Dr. Snow was faced with the arduous task to discover the
reason for a massive cholera (a water-borne bacterial
infection) outbreak that plagued neighborhoods in and
around London. Using a map of the city, Dr. Snow plotted
the addresses of all the known dead— around 500 people—
as well as the location of all the local public water pumps.
After much analysis, investigation, creativity, logical theory
development, and discussions with fellow health
professionals and water treatment specialists, Dr. Snow
realized that the majority of the cholera-related deaths
occurred near one particular water pump. He ordered the
removal of the pump and within a few weeks, the epidemic
ende...
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- Summer '17
- SGM Taylor
- Politics, critical thinker
