Most of us would argue that rational thought is impossible when we are seized with multiple series of issues accosting us - sometimes minute to minute - in a jam packed day. Decision making under pressure can test the best of us & compel us into knee jerk reactions as the primitive brain inside us takes recourse to the easy way out when faced with the classic 'fight or flight' dilemma.

In the words of the radical Kupferberg, 'When patterns are broken, new worlds emerge.' And, we hardly need to be reminded that in today's VUCA world, patterns are changing much too rapidly to allow us to come to grips with situations. In a well-known Harvard Business Review article, the authors noted that 'not all leaders achieve the desired results when they face situations that require a variety of decisions and responses. All too often, managers rely on common leadership approaches that work well in one set of circumstances but fall short in others. Why do these approaches fail even when logic indicates they should prevail? The answer lies in a fundamental assumption of organizational theory and practice: that a certain level of predictability and order exists in the world.' The authors, Snowden & Boone, then went on to offer the Cynefin framework as a methodology to make sense of a fast changing environment where fluidity is normal, particularly in the socio-political fields.

The ability to think critically in the face of multiple challenges is much valued despite the definitional challenges of the term. 'You know it when you see it', said an academician explaining Critical Thinking. The definition that appeals to me the most is 'the ability to take information and make informed decisions without being influenced by your own opinions' (Pearson). This is feasible by first of all identifying & analyzing assumptions, and then evaluating information carefully, and, finally, by arriving at appropriate conclusions. Easy as it seems, it is not so, as our mind is a mine field of biases and fallacies aggregated through years of social conditioning & stimuli, besides the natural variation and deficiency in biological intelligence in any group of people.

In the world of business too, there are tools and techniques that can enable us to tackle problems and arrive at better decisions in a collaborative fashion, keeping in mind the needs of multiple stakeholders. An important one is the KEPNERandFOURIE® (K&F) framework. Complexity in today's world cannot be wished away and only those who are well equipped with appropriate tools will be ready to manage successfully and achieve better results. The bedrock of this method is the interplay between Divergent & Convergent Thinking.

Doyle's Sherlock Holmes famously said that, 'The world is full of obvious things which nobody by any chance ever observes', and come to think of it, it is so true, isn't it? Therefore, we require simple tools to aid us to be rational in resolving vexatious problems. In the systematic approach of the K&F process you are asked to begin by identifying the objective of any exercise. Thereafter, there are clear steps for gathering information through critical questioning. Having accomplished this, the logical next step would be to organize, evaluate & analyse this information, leading to the final conclusion and appropriate action (be it setting priorities, making decisions, making further & deeper risk analysis, etc.).

Can we learn to be better decision makers? The cost of poor decisions is rising in today's competitive world, and this can be rectified. Yes, thinking is a muscle that can be developed through practice. Our ability to think critically can be shaped by becoming aware of techniques like the K&F approach outlined above. However, mastering this approach and making it intuitive to oneself requires repeated and dedicated practice. The fact is that investing and creating a community of expert problem solvers in your firm who can think critically and resolve issues with speed could be one of the best decisions that a leader can make!

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