The 4 types of thinking leaders need to practice and teach

The article "The 4 Types of Thinking Leaders Need to Practice—and Teach" by Heidi Grant and Shawn McCann, published in February 2025, emphasises the importance of four distinct types of thinking for leaders: expert thinking, critical thinking, strategic thinking, and systems thinking. These thinking skills are essential for solving the right problems in innovative ways and adding value beyond expectations.

Expert Thinking: This type of thinking is based on deep knowledge and experience in a specific field. Experts recognise patterns and use heuristics to solve problems quickly and accurately. However, expertise in one area does not translate to another, and this is where its limitations lie. Expert thinking is best used for situations requiring quick, rule-based responses.

Critical Thinking: Critical thinking involves questioning assumptions and evaluating the quality of information. It requires considering multiple perspectives and reframing problems to find innovative solutions. This type of thinking is crucial when experts disagree, traditional approaches fail, or problems persist. Critical thinking can be challenging as it slows down work and requires deliberate effort.

Strategic Thinking: Strategic thinking is about taking a long-term perspective and imagining what could be. It involves asking "what if" questions and considering future possibilities. This type of thinking is essential for making decisions with long-term consequences and anticipating changes in market forces and customer needs. Strategic thinking allows organisations to innovate and move beyond the status quo.

Systems Thinking: Systems thinking focuses on understanding the interconnectedness of different parts of a system. It involves seeing how changes in one part affect others and identifying patterns and relationships. This type of thinking is useful for understanding complex situations and designing for emergent properties. Systems thinking requires visualisation tools to manage complexity.

The article highlights that these thinking skills are not natural and must be deliberately practised and taught. Leaders should use these skills in teams to enhance accuracy and innovation. By understanding and applying the right type of thinking at the right time, leaders can solve problems more effectively and drive meaningful change in their organisations.