How To Avoid Common Thinking Traps

The mind is a tricky thing. It can lead us to believe that we can confidently sing “Bohemian Rhapsody” at karaoke even though we haven’t heard the song in years, or that one terrible review on Yelp is reason enough not to go to a 4-star rated restaurant.

These thinking errors are what people in the psychology community call cognitive biases. And that’s the focus of a new book out this month, Thinking 101: How to Reason Better to Live Better, by Yale psychology professor Woo-kyoung Ahn. In the book, Ahn highlights some of the most pernicious cognitive slip-ups we make — and how biases can cloud our judgment and affect the people around us.

Researchers suspect that many of these biases are evolutionary, says Ahn. During times of scarcity, our ancestors had to make quick judgments in order to survive among predators or thrive in a difficult environment. But in a time of abundance, she adds, these quick judgments don’t always do us good.

However, we can do our best to try to correct these thinking traps, says Ahn, which she teaches her students how to do in her popular undergraduate course at Yale. In general, she says, the key is to pause before making assumptions — and be aware of our tendencies for different kinds of bias.

Ahn talks to Life Kit about three common cognitive biases and how to counteract them.

This is known in the field of psychology as an “illusion of fluency,” which describes our tendency to be overconfident in our abilities without sufficient evidence. This can lead us, for example, to bungle career-altering presentations because of inadequate preparation, or dramatically underestimate the time it takes to complete projects.

In her class at Yale, Ahn uses an experiment to illustrate this phenomenon with her students. She shows them a dance clip from the song “Boy with Luv” by the K-pop group BTS. After watching six seconds of the easiest choreography moves over and over again, she invites the students who believe they have the dance down to do it themselves. One after another stumbles.

“People can have overconfidence about what they can accomplish by watching other people do it so fluently,” Ahn says. When the pros dance in a way that looks effortless, they think they can do it effortlessly too.

How to counteract it: You can correct this bias, she says, by doing what the Yale students did: Try it out yourself. It will quickly put any feelings of overconfidence to rest.

You can also fight this tendency by over-preparing and considering potential obstacles beforehand, says Ahn. For example, if you’re working on a home remodeling project for the first time and have no idea how long it will take, don’t try to guess. Talk to friends who went through a recent remodel or consult with a few contractors to understand how long the project might take and what problems may arise. The more information you have, the better and more accurately you can assess a situation.

The bias: We tend to fixate on the negative

The concept of “negativity bias” illustrates our propensity to weigh negative events a lot more heavily than an equal amount of positive events. It explains why a friend’s unenthusiastic review of an Oscar-nominated movie, for example, might spur you to watch something else. Or why you might be less inclined to hire a potential employee after hearing one negative thing about them, despite positive referrals.

Negativity bias can be dangerous because it can lead us to make the wrong choices. It can hold us back from making a decision about something, say a big purchase like a house, or even a political candidate, out of fear there was once a negative event associated with an otherwise good choice.

How to counteract it: When making a choice, play up the positive attributes of your options, says Ahn. Marketers use this tactic all the time. For example, instead of saying that ground beef contains 11% fat, they label it is as 89% lean. These are both true and accurate descriptions of the same product, but flipping the framing of it can make it a more attractive choice for buyers concerned with fat intake.

The bias: We cherry-pick data to fit our worldview

Ahn considers “confirmation bias” — the tendency to seek out or interpret information to support what we already believe — the worst bias of all. That’s because of its potential to lead us to miss an entire range of possibilities for ourselves and others.

Ahn and Matthew Lebowitz, a psychology professor at Columbia University, conducted an experiment in 2017 to illustrate the pitfalls of this bias. They gathered a group of participants and told some of them they had a genetic predisposition to depression – even though they did not. The results of that group’s depression self-assessments showed much higher levels of depression than people in a control group who were told they did not have the predisposition.

Because of confirmation bias, the participants who were told they had a genetic risk of depression retrieved “only the evidence that fit with that hypothesis,” says Ahn. And in doing so, they managed to convince themselves that they were actually depressed. The study shows that if we believe something is a fact, even if it isn’t, our mind can find information to support those views.

Now imagine this bias at work on a societal level. Ahn says it can lead to under- or over-representation in say, leadership in politics, business and other industries, which can feed gender or racial inequality.

She shares an example. Let’s say you’re a male scientist and you’re looking to hire other scientists to join your company. Because you see that the most prominent scientists in your field are currently men, you’ve convinced yourself that the next generation of great scientists will also be men. This colors your decision-making in hiring — and so you fill the positions with men.

That choice will continue to have a ripple effect, says Ahn. For others looking at the new hires, it might perpetuate the idea that “only men can be great scientists — and that’s exactly how prejudice and stereotypes get formed in society.”

How to counteract it: Allow yourself to examine all possible explanations before you make a judgment. For example, if an actor landed a part but her parents were also in the entertainment business, many of us might attribute her employment to nepotism. Since we’ve seen many examples of parents giving their kids a leg up in business or politics, another example of a child benefiting from their parents’ success would fit that theory.

But could it also be true that she gave the best audition? By looking at the issue from many different viewpoints – not just your own – it challenges your confirmation bias. And you might realize that perhaps there is another side to the story.

By:

Source: A Yale psychologist explains how to avoid common thinking traps : Life Kit : NPR

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Critics by The Chelsea Psychology Clinic

Thinking traps are patterns of thought – usually with a negative swing – which prevent us from seeing things as they really are. Otherwise known as cognitive distortions, thinking traps are often deeply ingrained in our psyche. 

By twisting our thoughts, they can make us easily jump to conclusions and make bad decisions – preventing us from seeing the bigger picture. Like this, we can wind up trapped in a vicious cycle with the potential to alter both our mood and the way in which we experience the world around us.

Cognitive Behavioural Therapy (CBT) is a type of therapy which holds that our moods and the way we feel day-to-day is impacted by our thoughts and behaviours. In other words, if we can change the way we think, we’re going to change our behaviour which has the power to alter our mood and the way we navigate the world.

Mastering our thoughts, then, is one of the most powerful things we can do if we want to take ownership over our lives. Let’s take a closer look at some of the most common thinking traps. Understanding what a thinking trap looks like is going to help you get better at identifying them.

Common thinking traps – examples of thinking errors 

1.All-or-nothing thinking – seeing everything as black and white. An example might be, “I got fired. I’m rubbish at everything”. In other words, if a situation doesn’t go exactly to plan, you immediately deem it a failure. The problem is, life isn’t black and white – it’s important to be able to see the shades of grey in between.

Replace this with: “Nothing in life is perfect. Even though I didn’t get the job, it doesn’t mean I’m a failure. There are better things to come”.

2. Emotional reasoning – believing emotions to be evidence of the truth. As we explained before, how you feel is normally closely tied to the way you think. So just because you’re feeling rubbish doesn’t mean life is rubbish. An example might be, “I feel useless, therefore I am useless”.

Replace this with: “My feelings are not objective evidence for reality. I can accept all of my feelings but still move forward”.

3. Mind-reading – immediately assuming that someone is thinking something negative about you without having any evidence for it. i.e. you’re jumping to conclusions. 

Replace this with: “I can’t read minds”.

4. Fortune-telling – predicting situations with only negative outcomes. An example might be, “I’m definitely going to fail the exam today”.

Replace this with: “No one can possibly predict the future”.

5. Labelling – wrongly attributing a negative label to either yourself or someone else. An example might be, “I’m a failure” instead of saying “I failed the exam”.

Replace this with: “No one deserves to be judged”.

6. Overgeneralisation – whenever something difficult happens you think it’s going to happen over and over again. An example might be saying, “why does this always happen to me?” This thinking trap particularly likes words like ‘never’, ‘every’ and always’ so look out for them.

Replace this with: “I’m overgeneralising here. It’s very possible that something different will happen next time”.

7. Personalisation – wrongfully assuming responsibility for something. An example might be, “It’s all my fault we didn’t have pudding because I forgot the ice cream”.

Replace this with: “It’s nobody’s fault”.

What if thinking and anxiety

Anxiety is very closely tied to a thinking trap known as catastrophising. Most people will catastrophise from time to time but this kind of thinking is going to be much more prominent in someone suffering from an anxiety disorder. Triggers often centre around ambiguity – perhaps receiving a vague text from a partner, getting ill and suspecting it’s something much worse etc.

This kind of thinking can often be traced back to childhood – for example, growing up with a lot of unpredictability and instability. CBT can be helpful in learning how to manage these thoughts but digging a bit deeper in longer-term therapy can also be beneficial in these cases.

Thinking traps psychology tools – steps to take

Acknowledge that difficult things happen in life – sometimes this acknowledgement alone can be liberating. We simply can’t control everything – ups and downs are an inevitable part of life – but what we can do is change the way we respond.

Identify your thinking traps – get really clear on the specific thinking traps you have a tendency to fall prey to. It can help to keep a mood diary to keep track of moments when you’ve been feeling happy/sad and what immediately preceded those feelings. 

Play devil’s advocate with yourself – ask as many questions as possible before jumping to conclusions. Ask yourself, “is this thought I’m having a fact or is it an opinion?” Most thoughts are actually opinions rather than fact. Not all thoughts need to be taken seriously.

Talk to yourself as you would a friend – most of us would never dream of speaking to a friend the way we speak to ourselves. Be kind to yourself, and try rooting for yourself in the same way you would do a friend. Try using a mantra like, “I believe in you” when self-doubt kicks in.

Say ‘stop’ when worry-ridden thoughts take over – when you notice yourself getting lost in anxious thoughts try saying ‘stop’ out loud as a cue to consciously interrupt your thoughts.

Practice self-care as much as possible – thinking traps tend to get worse the more rundown and tired we are. Make sure you’re doing things that top up your “energy bank” and fill you with a sense of enjoyment and wellbeing.

If left unchecked, thinking traps can spiral and play tricks on us – and leave us feeling trapped. If you’re feeling down or like you’ve fallen into a pattern of habitual negative thinking, it’s really important to seek help. A therapist can help you challenge and overturn thinking patterns that are holding you back so you can begin to realise your full potential.

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Teaching for Creativity: Flexibility

There is a river of experiences, sensations, thoughts, memories, and visions that roll through the brain from moment to moment.  Each part of this neural river leaves the brain slightly changed.

Because the human brain has neural plasticity, which is the ability to strengthen, weaken, or even prune neurons and synapses, this plasticity at the cellular level allows the brain to adapt, to learn, and to grow at the conscious level, while conscious mental activity guides the plasticity.

The brain adapts to how it is used.  Devote your time to video games and you will develop a brain more adept at video games.  Studying Renaissance architecture will tune your sensibilities to form, shape, and design. During the Renaissance, individual artists were “artist-architect-engineers” skilled in multiple disciplines.  Leonardo Da Vinci’s first job was as a musician.  He painted, sculpted, invented, designed weapons, launched plans to reroute a river, assisted in staging pageants, studied anatomy, and drafted plans for an ideal city.

Today, one is dubbed a Renaissance person for indulging in multiple pursuits or a “jack of all trades, master of none.”  A jack of all trades is considered shallow, a person with skills in many fields, but no single area of expertise.  In the 21st century, we expect expertise.  For better or worse, we live in an era of specialization.  The specialized fields of the last century have become narrower and more focused: for example, a doctor to an oncologist to a small cell oncologist.

And we expect specialists with a single area of expertise to solve problems in their domain.  Of course, we want the specialists to have thorough mastery of their domains.  But too much focus down one microscope and soon everything looks the same.  As the saying goes: to a man with a hammer everything looks like a nail.  The vision necessary for innovation becomes blurred.

Innovation comes from flexible thinking.

Flexibility is the ability to bend without breaking.  Cognitive flexibility is the mental ability to adjust focus from narrow to broad, to switch between different task rules, and to hold multiple concepts in mind at the same time.   Or as F. Scott Fitzgerald wrote:

“The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.” Our 21st century specialists concentrate on a narrowing band of information. Innovation, however, requires new information or seeing known information in a new perspective.  New information and perspective come from exposure to different, often unrelated domains.  Innovation grows from cross-pollination between disciplines, and what you see outside your normal scope of vision.

Watch Flies, See Clues

The river is caramel brown, stagnant in the tropical sun of Southern Thailand.  The torrid heat leaves you in a loop of torpor.  The stillness of the summer heat is punctuated only by the movement of flies.  The lethargy and silence mark the ideal time to think about… robotics.

Dr. Rodney Brooks is a roboticist, inventor, founder of iRobots and the former Panasonic Professor of Robotics at MIT.   In the summer of 1985, he was on vacation from MIT visiting his Thai in-laws who, fearing for his safety, insisted that Brooks stay on the deck of their stilt house built over the river.  Brooks had little to do but watch the flies and the birds and the river.

At the time, Brooks was working with his team at MIT to design and a build an independently mobile robot.  Their prototype robot would move one meter and then stop.  It then spent 15 minutes constructing a new three-dimensional model of the room to be able to move forward another meter. Watching the flies from the stilt house in Thailand, Brooks had an insight.  Their prototype robot drew on all the computer power of the MIT mainframe and could only move one meter every 15 minutes.

I watched these insects moving around on the ground and in the house.  And– these insects certainly didn’t have much in the way of brains, certainly in the number of neurons that we sort of knew that insects had at the time and sort of knew how fast they computed.  They didn’t have as much computation as our big main frames really…well…so it seemed strange to me that they could just wander around– if they’re flying– at a meter per second and our mobile robots could only move at a meter in 15 minutes.  Something, something didn’t compute.

… So, I started to think, well, well, what are they doing? [Flies] can’t be doing what our robots are doing.  And our robots at the time were looking with their cameras and then trying to build a complete 3-dimensional model—computationally. And I guessed that probably the insects weren’t doing that.”

Insects are the most ubiquitous and numerous animals on the earth.  Their evolutionary success is not based on intelligence, insight, or computation.  It occurred to Brooks that building a complete model of the world hindered a mobile robot.  Why not give the robot the instincts of a bug?

Roboticists were working from an assumption that the robot needed a control center, a cognition box, as if robots needed the higher cognitive abilities of humans.  Brooks concluded that flies engaged in sensory-motor coupling, that is an action taken in response to the environment.  As Brooks said:

“While watching videos of insects walking over rough terrain, I noticed that many times they would miss a foot placement and stumble.” The other insect legs responded instinctively to overcome the stumble. In another example, an insect calculates how quickly something is looming.  It’s a calculation made on the fly, if you will, without processing the information through a central cognition box.  For Brooks, the key was the simplicity of the cues and responses:

“So, I started thinking about how I can put those simple cues into a robot and then I built … the robot Allen. It could wander around at a slow walking speed, but not only could it wander around and not hit things, it could wander around and not hit crowds of people moving through its… its world.”

It takes a flexible mind to watch flies and see clues to robot movement.  Brooks keeps his mind open to all different kinds of information, both inside and outside the field of robotics:

“I just read a lot of stuff. …It filters by, and I pick stuff out… I got lots of websites and lots of newsfeeds that I just continuously read.  And I get little clues.  Someone says “oh, there’s some interesting thing that happens with this animal” and then I’ll take that, and I’ll go and look up the scientific literature on it.  I’m a sort of a sifter.”

Choose to See More Closely

Present in an unfamiliar environment, Brooks created an unexpected analogy using only what he could see.  He jumped disciplines to see how flying insects might inspire the design of robot movement.  He chose to see the world differently: these may be flying insects, but what could they also be?

H-IQ pushes students and adult participants to look at the world with fresh eyes.  Obviously, Brooks had seen flies before.  We all have.  But on the deck in Thailand, Brooks chose to see more closely: how do they fly with such tiny brains?

After you’ve generated ideas, H-IQ presents questions that help students see ideas from different perspectives.  H-IQ also provides a period of idea incubation.  Incubation— a time without conscious mental effort—will help your idea circulate through your subconscious.

Effective imagination requires finding a balance between thorough knowledge of the domain and an openness to looking outside the domain for new insights.

H-IQ, the Hunter Imagination Questionnaire, will be available soon in a completely revised form. H-IQ will help you capture your ideas and stir up your imagination. But it will also engage you with metacognition—thinking about your own thinking: how do you generate ideas? What works for you?

By: H-IQ is the on-line imagination tool that jumpstarts student creativity and your own

Source: Teaching for Creativity: Flexibility

Related contents:

Spotted around the web: Neuroscience tools, cerebellar enhancers, private equity

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How To Manage Life When You Have Poor Executive Function

Even if you’ve never heard the term “executive function,” you may be painfully aware of how important it is for everyday life. Executive functioning is often described as the management system of the brain: This is the portion responsible for planning, prioritizing and executing tasks.

“Executive function is the CEO of the brain,” said Jessica McCabe, host of the YouTube channel How To ADHD. “Executive function is a set of cognitive processes that help us self-regulate so that we can effectively plan, prioritize, and sustain effort for our long-term goals.”

What does executive functioning control?

Carrying out tasks to completion requires a significant number of mental skills, including the ability to accurately predict what is needed, the ability to problem-solve when issues arise, and the emotional self-control to follow through, even if the task turns out to be harder than anticipated. It is the bedrock of many different skills, including the ability to focus, make and execute plans, identify priorities, follow tasks to completion, understand multiple points of view, regulate emotions, and keep track of what you are doing.

“We’re talking about converting intentions into action,” said Ari Tuckman, a clinical psychologist who specializes in treating ADHD. Going from intending to do something to actually finishing it requires a combination of working memory, flexible thinking, and self-control.

In real life, issues with executive function can look like losing your keys on a daily basis, missing appointments because you keep forgetting about them, struggling to finish projects at work, getting slammed with late fees because you forgot to pay your credit card bill on time, or being unable to stay organized. “That affects every aspect of our lives,” McCabe said.

Executive functioning can be impacted by depression, anxiety, and disorders like ADHD. Stress and sleep deprivation can also lead to short-term impairments.

Strategies for dealing with executive function issues

The biggest challenge when it comes to dealing with executive functioning issues is that all of the solutions also require executive function to carry out. “As lovely as it is to suggest making lists to someone with ADHD, they’ve probably made lists. They’ve lost them. Or they weren’t sure how to prioritize them,” said McCabe, who was diagnosed with ADHD when she was younger.

It’s for this reason that dealing with executive function issues is so challenging—it’s needed for pretty much everything you do, and impacts just about every facet of your life. For conditions like ADHD, the most effective way to improve executive functioning is to seek treatment—the main strategy is often medication. ADHD is a neurodevelopmental condition, which is thought to be due to a shortage in the neurotransmitter dopamine. However, as McCabe points out, although medication can help improve the underlying cause, “pills don’t teach skills.”

Medication can help address the underlying neurobiological cause, but it won’t teach you the life skills needed to reach your goals. For that reason, the most effective course of treatment is generally medication combined with therapy, which can help develop the necessary skills.

Limit (further) impairments to executive function

If you have executive function issues, it helps to support it in any way you can, which includes lifestyle. Stress and sleep deprivation can lead to short-term impairments of your executive function, while diet and exercise can help it perform at its best.

“It doesn’t make you Superman, it doesn’t make you better than you are, but it at least enables you to bring the best of what you got,” Tuckman said. Of course, as with so many of these strategies, the double whammy is that when you are overwhelmed, prioritizing sleep, diet, and exercise requires significant executive function. “This kind of makes a bad situation worse,” Tuckman said.

Introduce strategies one at a time

There are going to be a hundred different strategies and tricks that can potentially help with your executive function issues. However, as McCabe notes, “a lot of the support we need is in implementing these strategies. Every time we add something new to our plate, to support our executive function, that throws things off for us.”

Instead, McCabe suggests being selective about introducing new strategies, and allow a period of time to get used to it. She also strongly recommends thinking about what has worked in the past and using that as a guide for what can help now. “Don’t start from scratch,” she said. “That’s hard on executive function.”

One of the most important things you can do to support your executive function is to make sure that you are spending your time on what matters, rather than trying to do everything. “Staying on top of everything isn’t realistic for most people, let alone those with executive function challenges,” McCabe said.

Potential strategies can include minimalism, automating things, or picking your battles wisely. “If you want to do more, do less, because the more we’re trying to do, the more we have to keep track of, the harder it is for executive function to stay on top of all that,” McCabe said.

Understand this is a work in progress

Improving and supporting your executive function is a lifelong process. What helps today may not work a year from now when circumstances may have changed—and there are going to be good days and bad days.

“Focus on the long game,” Tuckman said. “Focus on finding better systems and strategies, and then just keep showing up and applying them. If today was a bad day, show up again tomorrow and start over.”

By: Rachel Fairbank

Source: How to Manage Life When You Have Poor Executive Function

Critics by : Marisa Sanfilippo Business News Daily Contributing Writer

What is work-life balance, and why is it important?

In short, work-life balance is the state of equilibrium where a person equally prioritizes the demands of one’s career and the demands of one’s personal life. Some of the common reasons that lead to a poor work-life balance include:

  • Increased responsibilities at work
  • Working longer hours
  • Increased responsibilities at home
  • Having children

A good work-life balance, said Chris Chancey, career expert and CEO of Amplio Recruiting, has numerous positive effects, including less stress, a lower risk of burnout and a greater sense of well-being. This not only benefits employees but employers, too. 

“Employers who are committed to providing environments that support work-life balance for their employees can save on costs, experience fewer cases of absenteeism, and enjoy a more loyal and productive workforce,” said Chancey. Employers that offer options as telecommuting or flexible work schedules can help employees have a better work-life balance.

When creating a schedule that works for you, think about the best way to achieve balance at work and in your personal life. Chancey said that work-life balance is less about dividing the hours in your day evenly between work and personal life and, instead, is more about having the flexibility to get things done in your professional life while still having time and energy to enjoy your personal life. There may be some days where you work longer hours so you have time later in the week to enjoy other activities. 

Here are eight ways to create a better work-life balance, as well as how to be a supportive manager.

1. Accept that there is no ‘perfect’ work-life balance.

When you hear “work-life balance,” you probably imagine having an extremely productive day at work, and leaving early to spend the other half of the day with friends and family. While this may seem ideal, it is not always possible. 

Don’t strive for the perfect schedule; strive for a realistic one. Some days, you might focus more on work, while other days you might have more time and energy to pursue your hobbies or spend time with your loved ones. Balance is achieved over time, not each day. 

“It is important to remain fluid and constantly assess where you are [versus] your goals and priorities,” said Heather Monahan, founder of the career mentoring group, #BossinHeels. “At times, your children may need you, and other times, you may need to travel for work, but allowing yourself to remain open to redirecting and assessing your needs on any day is key in finding balance.” 

2. Find a job that you love.

Although work is an expected societal norm, your career shouldn’t be restraining. If you hate what you do, you aren’t going to be happy, plain and simple. You don’t need to love every aspect of your job, but it needs to be exciting enough that you don’t dread getting out of bed every morning. 

Monahan recommended finding a job that you are so passionate about you would do it for free. “If your job is draining you, and you are finding it difficult to do the things you love outside of work, something is wrong,” said Monahan. “You may be working in a toxic environment, for a toxic person, or doing a job that you truly don’t love. If this is the case, it is time to find a new job.”

3. Prioritize your health.

Your overall physical, emotional and mental health should be your main concern. If you struggle with anxiety or depression and think therapy would benefit you, fit those sessions into your schedule, even if you have to leave work early or ditch your evening spin class. If you are battling a chronic illness, don’t be afraid to call in sick on rough days. Overworking yourself prevents you from getting better, possibly causing you to take more days off in the future. 

“Prioritizing your health first and foremost will make you a better employee and person,” said Monahan. “You will miss less work, and when you are there, you will be happier and more productive.” 

Prioritizing your health doesn’t have to consist of radical or extreme activities. It can be as simple as daily meditation or exercise. 

4. Don’t be afraid to unplug.

Cutting ties with the outside world from time to time allows us to recover from weekly stress and gives us space for other thoughts and ideas to emerge. Unplugging can mean something simple like practicing transit meditation on your daily commute, instead of checking work emails. 

Monahan said when she used to travel with her boss for work, she’d look over to find him reading a novel while she would be doing something work-related. 

“I didn’t understand at the time that he was giving himself a break and decompressing while I was leading myself to a potential burnout,” said Monahan. 

Now, Monahan practices the same tactics. She reiterated that taking that time to unwind is critical to success and will help you feel more energized when you’re on the clock.

5. Take a vacation.

Sometimes, truly unplugging means taking vacation time and shutting work completely off for a while. Whether your vacation consists of a one-day staycation or a two-week trip to Bali, it’s important to take time off to physically and mentally recharge. 

According to the State of American Vacation 2018 study conducted by the U.S. Travel Association, 52% of employees reported having unused vacation days left over at the end of the year. Employees are often worried that taking time off will disrupt the workflow, and they will be met with a backlog of work when they return. This fear should not restrict you from taking a much-needed break. 

“The truth is, there is no nobility in not taking well-deserved time away from work; the benefits of taking a day off far outweigh the downsides,” said Chancey. “With proper planning, you can take time away without worrying about burdening your colleagues or contending with a huge workload when you return.” 

6. Make time for yourself and your loved ones.

While your job is important, it shouldn’t be your entire life. You were an individual before taking this position, and you should prioritize the activities or hobbies that make you happy. Chancey said that achieving work-life balance requires deliberate action. 

“If you do not firmly plan for personal time, you will never have time to do other things outside of work,” said Chancey. “No matter how hectic your schedule might be, you ultimately have control of your time and life.” 

When planning time with your loved ones, create a calendar for romantic and family dates. It may seem weird to plan one-on-one time with someone you live with, but it will ensure that you spend quality time with them without work-life conflict. Just because work keeps you busy doesn’t mean you should neglect personal relationships. 

“Realize that no one at your company is going to love you or appreciate you the way your loved ones do,” said Monahan. “Also [remember] that everyone is replaceable at work, and no matter how important you think your job is, the company will not miss a beat tomorrow if you are gone.”

7. Set boundaries and work hours.

Set boundaries for yourself and your colleagues, to avoid burnout. When you leave the office, avoid thinking about upcoming projects or answering company emails. Consider having a separate computer or phone for work, so you can shut it off when you clock out. If that isn’t possible, use separate browsers, emails or filters for your work and personal platforms.

Additionally, Chancey recommended setting specific work hours. “Whether you work away from home or at home, it is important to determine when you will work and when you will stop working; otherwise, you might find yourself answering work-related emails late at night, during vacations or on weekends off,” said Chancey. 

Chancey advised notifying team members and your manager about boundaries beyond which you cannot be accessible because you are engaged in personal activities. This will help to ensure that they understand and respect your workplace limits and expectations.

8. Set goals and priorities (and stick to them).

Set achievable goals by implementing time-management strategies, analyzing your to-do list, and cutting out tasks that have little to no value. 

Pay attention to when you are most productive at work and block that time off for your most important work-related activities. Avoid checking your emails and phone every few minutes, as those are major time-wasting tasks that derail your attention and productivity. Structuring your day can increase productivity at work, which can result in more free time to relax outside of work.

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Thinking Strategically Will Help You Get Ahead and Stay Ahead

Strategic thinking is a critical skill in life. Interestingly, a lot of us hear about it for the first time in our lives through our managers “You are great at execution, but you need to start thinking strategically.” Previously considered a blatant corporate mumbo jumbo term, strategic thinking wasn’t a popular concept in the early years of my career. I kind of assumed that strategic thinking was reserved for corporates and people higher up in the company who needed to make crucial decisions around the future of an organization. It never occurred to me that thinking strategically isn’t a skill you acquire when you reach a certain position, it’s a skill you build to get to a certain position.

Strategic thinking is a critical skill in life.

Interestingly, a lot of us hear about it for the first time in our lives through our managers “You are great at execution, but you need to start thinking strategically.” Previously considered a blatant corporate mumbo jumbo term,strategic thinking wasn’t a popular concept in the early years of my career. I kind of assumed that strategic thinking was reserved for corporates and people higher up in the company who needed to make crucial decisions around the future of an organization.It never occurred to me that thinking strategically isn’t a skill you acquire when you reach a certain position, it’s a skill you build to get to a certain position.

I also believed that when I was ready to climb the corporate ladder, my manager would give me the training to help me build my strategic thinking skills and the opportunities to practice those skills. Call me naive, but that was the corporate world I lived in back then. Much has changed since, but one thing has remained constant: Strategic thinking is as important now (and may be even more) as it was many years ago.While universally, everyone is expected to have strategic thinking skills at some point in their career, no one is taught to think strategically at work, in college, or at school. Much of our education system is structured around a curriculum and how to fit our minds within a box.At school, we are praised for sticking to conventional wisdom and not asking too many questions. The trend continues in college.

In the early years of our career, we are rewarded so much for our speed of execution that we fail to realize that our journey ahead is less about doing things and more about deciding the right thing to do.When a large part of our life is spent executing someone else’s idea, it isn’t easy to break out of that mold and rewire our brain to think above and beyond. But strategic thinking is not a skill you can develop without practice.

Strategic thinking is a muscle that we all need to build because using it right at work can be a strategic advantage in your career growth as an individual. Much like a rubber band, you need to stretch and exercise your thinking. It requires crossing the boundary of the comfort zone to think about an idea to its extreme without mental guardrails to put it down. It requires uncovering new insights that moderate thinking would never surface.

Getting started on the strategic thinking mindset

Before we jump to the strategies to embrace a strategic thinking mindset, here are a few questions to kick-off your thinking. You need to ask yourself these questions from time to time. Write them down if you want them to be more effective:

  • Where do you stand right now?
  • Where do you want to be next year and the year after that?
  • What skills do you need to get there?
  • How can you practice those skills?
  • How can you increase your chances of success?
  • How can you use your time effectively and maximize it for impact?
  • Who can help you validate your ideas and give you feedback to expand your thinking?

Once you are able to spend some time thinking deep and hard about these questions, you are ready to embrace a strategic thinking mindset. Follow these 4 key strategies:

  1. Challenge and Question Assumptions

Many parents and even teachers are annoyed with kids who ask too many questions: “Why do I have to go to school?” “Why do I have to sleep early when you can be awake till late?” “Why can’t I play video games?” “Why do I have to finish my homework?” You may have not gotten all these answers as a kid. None of us did. But not getting these answers as a child shouldn’t stop you from asking questions as an adult. Curiosity and the ability to express that curiosity constructively is a great skill to have at work.

One of the biggest problems I see in organizations is how people do certain things because they have always been done that way. Emailing a report every morning to hundreds of employees that no one cares to open. Spending hours and hours of meeting time in planning discussions when no one cares about those plans a few months down the line. Far too many inefficiencies creep into the corporate system over a long period of time.

One big component of building a strategic thinking mindset is to challenge how certain things are done in your organization – not with the intent to put someone down or establish your superiority, but to identify ways to do them better. Ask targeted questions on specific problems within your organization or your line of work. Learn from how others respond or think about these problems. Different points of view on these problems will not only expand your own thinking, they will give you a direction on the areas that are worth investing your time in.

  1. Observe, Interact and Draw Connections

The hustle and bustle of getting things done, moving faster, quicker and making things happen can prevent you from noticing and investing in activities, ideas and projects that are more important in the long-term, but need your attention right now. We have all fallen for the lure of attending to the urgent while pushing the important stuff to the side. The instant gratification from solving the problem in the short-term is always more alluring than the prudent decision. We may optimize for a small gain in the moment without analyzing the potential impacts of our decision in the future. Building a strategic thinking mindset requires delaying that gratification. It requires living with a small, unimportant problem and putting all your energy and focus on other important ideas and activities that require long-term planning and execution.

Create mental space for new ideas to kick-in. Without the quiet time to sit with your thoughts, facing the uncomfortable silence, and letting your mind wander away, you cannot draw useful connections. It will not happen the first time around and probably not even the second time. But if you are persistent in your efforts, without digital and other distractions of daily life, you will start to notice new patterns of thinking. New ideas that you never thought about before will start to surface.Another great strategy is to not restrict yourself to knowledge within your current scope of work.

Spend time learning about your business and industry. Meet with other functions within your organization to understand how they operate, what their challenges are and how they make decisions. All of this knowledge will enable you to apply different mental models to connect ideas from different domains thereby expanding your circle of competence and building your strategic thinking skills.Remember, building strategic thinking skills involves looking beyond the obvious and now to prodding and shaping the uncertain future. You can’t do that without the willingness to face a little discomfort in the present to build the skills you need in the future.

  1. Put it Into Action

Now, to the most important part. I have discussed this before. In any organization, both big picture thinking and nitty-gritty details are important. Strategic thinking requires the right balance of thinking ahead while actioning in the now. It’s the perfect amalgamation of what the future holds to what must be done now in the present to make that future possible. Strategic thinking not only involves the long-term view into the future, it also involves the choices you need to make to make that future possible. It requires determining which path to take and which to abandon. It requires evaluating the cost and making the trade-offs. Doing something will always come at the cost of not doing something else.While a good strategy is important to get started, a strategy by itself won’t get you anywhere.

You need both strategy “the intent” and tactics “putting that intent to action.” Break down your strategy into the specific things you need to do.Plan what day of the week, and what specific time of the day you are actually going to give life to your strategy. To make sure you don’t let things slip by, or fail to grab the right opportunities, plan these activities on your calendar. Don’t let lack of time or other excuses be the reason for inaction. Plan your time to make things happen.

  1. Craft and Communicate

Finally, to embrace a strategic thinking mindset, don’t work in silos. Find people around you that you can trust, respect or admire. Exchange your ideas with them, request them to challenge your thinking, enable them to ask you tough and uncomfortable questions.By answering these questions, you will not only expand your thinking, you will open your mind to consider new possibilities. Instead of sticking with your original conclusions, you will be willing to challenge your assumptions.

Strategic Thinking is an Ongoing Process

You can’t build a strategic thinking muscle unless you audit your outcomes, inquire about other opinions and adapt to the changes around you. The world is changing very fast and you need to adapt your thinking to the demands of the tomorrow and not the expectations from the past.

To adapt your thinking, follow these 3 practices:

  1. Audit:

Make it a habit to review how you are doing against your goals. Typically a brief review every month and a quarterly deep dive should be sufficient to get a handle on your state of affairs. Examine your strategy from time to time and audit it to ensure you are still leaning against the right wall.When things are going well, put your strategic thinking hat to determine how you can do better:

  • Does an area seem more promising than you originally envisioned?
  • Does it make sense to invest more resources in that area?
  • What kind of changes can you foresee based on market shifts or other industry trends?
  • How can you make sure you aren’t biased in your thinking by relying only on confirming pieces of evidence while rejecting data that contradicts it.

When things aren’t working out as expected, ask yourself these questions:

  • Is it a specific tactic that’s causing your strategy to not work. Should you reconsider another tactic?
  • If the tactic is not a problem, do you need to reconsider the strategy itself?
  • Is it possible that external circumstances beyond your control are causing your strategy to not work?
  • Has something changed since you implemented this strategy that you have not considered yet? Is it possible that change is making your strategy ineffective?
  • Is your ego getting in the way and making you invest in a failed cause? Can you look past the sunk costs into other better opportunities?
  1. Inquire

It’s easy to get muddled up in our own thinking and assume we are making the right decision even when we are not. Others can clearly see what we are sometimes not able to see ourselves.Seeking an outside opinion and encouraging different perspectives that challenge our viewpoint is a great way to uncover our blind spots. Strategy for your personal life? Seek feedback from close family and friends. Strategy for an organization? Seek inputs from colleagues and other coworkers.Don’t stay with your opinion unless you have solid data and people to back up your thinking. Ask others these questions:

  • What’s the one thing wrong with my strategy?
  • What’s the one thing I can do better with my strategy?
  • What would you do if you were in my place?
  • What would you not do if you were in my place?
  • What circumstances or events would cause you to evaluate other options?
  1. Adapt

Finally, use the inputs from your audit and inquiry to adjust your strategy. Adapt your future strategy based on the learning from your past. What worked? What didn’t work? What mistakes did you make? Strategic thinking is as much about the future as it’s about learning from your past. Visualize your future. Look at your past. Adjust the gap with the changes you need to make to build that future for yourself and others. You don’t need a breakthrough idea, just the simple choices that will move you forward one step at a time in the direction of your goals.

Many people make the mistake and assume they aren’t thinking strategically if they don’t come up with an innovative idea. Strategic thinking is less about innovation and more about the ability to make the right connections.

Summary

  1. Strategic thinking: The ability to visualize the long-term while planning the short-term to align with the long-term is a critical skill in life.
  2. Much like other things in life, strategic thinking is a muscle that gets better with repetition and practice.
  3. To get started on your strategic thinking journey, start with challenging and questioning assumptions. Identify new ways to do small things at work.
  4. Make time and space to allow your brain to form new connections. Learn about your industry, business and other functions in the organization to expand your thinking beyond your current scope of work.
  5. Give life to your strategy by putting it into action. Break down your strategy into tactics, the specific things you need to do to implement your strategy.
  6. Don’t be rigid in your thinking. Open your brain to new possibilities by seeking others’ opinions and encouraging them to challenge your assumptions.
  7. Finally, strategic thinking is an on-going process. You need to audit, inquire and adjust your strategy based on your learning from the past and the demands of tomorrow.

By Vinita Bansal

Source: Thinking Strategically Will Help You Get Ahead and Stay Ahead | HackerNoon

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How 21st Century Thinking Is Just Different

Screenshot 2022-04-01 at 21-18-07 flickeringbrad10.jpg (JPEG Image 756 × 567 pixels)

In an era dominated by constant information and the desire to be social, should the tone of thinking for students be different?After all, this is the world of Google. In this world full of information abundance, our minds are constantly challenged to react to data, and often in a way that doesn’t just observe, but interprets. Subsequently, we unknowingly spin everything to avoid any degree of dissonance.

As a result, the tone of thinking can end up uncertain or whimsical, timid or arrogant, sycophant or idolizing–and so, devoid of connections and interdependence. The internet and social media are designed to connect, and with brilliant efficiency, they do indeed connect—words and phrases, images and video, color and light, but not always to the net effect they might.

The nature of social media rests on identity as much as anything else—forcing subjectivity on everything through likes, retweets, shares, and pins. Instead, we might consider constant reflection guided by important questions as a new way to learn in the presence of information abundance. But this takes new habits.

Information Abundance

There is more information available to any student with a smartphone than an entire empire would have had access to three thousand years ago.In one form or another, that idea has been repeated quite a bit since the “Shift Happens” videos were making their rounds on YouTube a few years ago, but it’s easy to miss how incredible this is.

Truth may not change but information does–and in the age of social media, it divides and duplicates in a frenzied kind of digital mitosis.New contexts—digital environments that function as humanity-in-your-pocket—demand new approaches and new habits. Specifically, new habits of mind.Persisting.Managing impulsivity.

Responding with awe.Questioning.Innovating.Thinking interdependently.And in an era of distinct academic standards and increasingly brazen technology, they are increasingly relevant.

Habits of Mind

Art Costa developed the 16 Habits of Mind as a response.Bena Kallick, who worked with Costa on their development, explained, “It was the focus on dispositions–although students were often able to think analytically, for example, were they willing to do so? What is the attitude or disposition a person has for lending their mental activity to the question at hand?

Those sorts of questions drove the development of HOM.”This hints at the concept not so much of student motivation, but student impetus.Why learn?It is curious why we continue to take this question for granted or to respond to it with adultisms—well-intentioned (and often accurate) notions of citizenship and ‘knowledge is power’ that can fail to resonate with learners in an era of like.

20thCentury Models In a 21st Century Environment

If the 20th-century model was to measure the accuracy and ownership of information, the 21st century’s model is form and interdependence. The close thinking needed to grasp this is not beyond the reach of a typical middle school student, but it may be beyond their thinking habits.Facing the barrage of information, task, and procedure they tend to on a daily basis in the classroom, and on their video games and YouTube videos and social media and text messages, students form digital habits as natural as a reflex.

And like reflexes, these habits are a matter of protection and survival, especially as they seek out currencies and value in learning. Instinct kicks in, and they quickly establish what’s most important in a given context.Messaging with friends, empathy and identity matter. And the timing of messages. Minor gestures with seemingly large meaning. In the classroom, other things are prioritized–including adherence, compliance, and impersonal, external evaluation.

This worked when there were no other options, but learning options today don’t just abound, they dwarf formal learning institutions in every way but clout with the power-holders—parents, teachers, deans, and curriculum designers.How the Habits of Mind develop is not as simple as merely naming them. It is one thing to remind little Johnny to persist in the face of adversity. It is another to create consistent reasons and opportunities for him to do so, and nurturing it all with modeling, resources, and visible relevance.

If Johnny is to be rewarded, rather than label him right or wrong, good or bad, novice or distinguished, we can instead nurture the development of thinking habits.Habits, by nature, are reflexive, accessible, and adaptable–not unlike knowledge. This is a can’t-miss point. Internalized and reflexive cognitive patterns that are called upon intrinsically, and transfer seamlessly.Above all else, the 21st-century learner needs for self-knowledge and authentic local placement, two very broad ideas that come from patient thinking. Persistence. Managing Impulsivity. Responding with awe.

Conclusion

The shift towards the fluid, formless nature of information—thinking of information as a kind of perpetually oozing honey that holds variable value rather than static silhouettes and typesets that is right or wrong—is not a small one.But in the face of media abundance, it’s increasingly urgent that we consider such a shift.Old learning forms focused on the thinker rather than the thoughts, the source rather than the information, and correctly citing that source over understanding what made that information worth extracting.

It was also critical for thinking in centuries past to ‘participate’ in a larger conversation. For Immanuel Kant to know what to add to Philosophy, he had to know what had already been said. Same with Albert Einstein and Science, Flannery O’Connor and Literature, Google and data, Mark Zuckerberg and Social Media.The greater the abundance of accessible media, the greater the need to embed thought in important, enduring, and collaborative conversations that flash across the internet, then out into non-digital realms of universities, businesses, books, and coffee shop conversations.

The idea of constant reflection guided by important questions likely sounds too hippie for the data-driven generation that wants to see a bar graph for everything. Data is imperative, as is accuracy, but when we seek reductionist notions of “proficiency” over the habits of a person’s mind, we’ve kind of missed the point, yes?The tone of thinking in the 21st century should not be hushed nor gushing, defiant nor assimilating, but simply interdependent, conjured to function on a relevant scale within a much larger human and intellectual ecology, one that exposes itself daily across instagram, YouTube, Netflix, twitter, facebook, and a billion smartphone screens.

By Terry Heick

Source: How 21st Century Thinking Is Just Different.Critics:By: Bri Stauffer

What Are 21st Century Skills?

21st Century skills are 12 abilities that today’s students need to succeed in their careers during the Information Age.

The twelve 21st Century skills are: 

  1. Critical thinking
  2. Creativity
  3. Collaboration
  4. Communication
  5. Information literacy
  6. Media literacy
  7. Technology literacy
  8. Flexibility
  9. Leadership
  10. Initiative
  11. Productivity
  12. Social skills

These skills are intended to help students keep up with the lightning-pace of today’s modern markets. Each skill is unique in how it helps students, but they all have one quality in common. They’re essential in the age of the Internet.On this page, we’ll take a look at what’s included in 21st Century skills, how they help students, and why they’re so important. You’ll also be able to download a free guide on how you can teach 21st Century skills in middle or high school courses.Learning skills (the four C’s) teaches students about the mental processes required to adapt and improve upon a modern work environment.Literacy skills (IMT) focuses on how students can discern facts, publishing outlets, and the technology behind them.

There’s a strong focus on determining trustworthy sources and factual information to separate it from the misinformation that floods the Internet.Life skills (FLIPS) take a look at intangible elements of a student’s everyday life. These intangibles focus on both personal and professional qualities.Altogether, these categories cover all 12 21st Century skills that contribute to a student’s future career.More educators know about these skills because they’re universal needs for any career. They also vary in terms of importance, depending on an individual’s career aspirations.The 4 C’s of 21st Century Skills are:

  • Critical thinking: Finding solutions to problems
  • Creativity: Thinking outside the box
  • Collaboration: Working with others
  • Communication: Talking to others
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