4 Secrets of Great Critical Thinkers
In 2009, J D Wetherspoon, a chain of more than 800 pubs in the UK, was facing declining sales. Demand for beer had been down for five years. In addition, pricing pressure from super market chains was intense, and higher alcohol taxes further squeezed its already tight margins. What would you say is the company's real business problem? Most people see it as a sales problem and recommend better marketing and promotion. But this reflex may be wrong. The strategy worked. If you fail to do this, you risk solving the wrong problem. Ironically, the more experience you have, the harder it will to break from conventional mindsets. In his book Thinking, Fast and Slow, Nobel laureate Daniel Kahneman attributes shallow framing to people substituting easy questions for hard ones. 1. 2. 3. 4. This article was co-authored with John Austin and is second of in a series examining the key components of strategic aptitude: anticipating, thinking critically, interpreting, deciding, aligning, learning.
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• Critical Thinking